For company decision-makers, figuring out the best way to deal with complaints against a leader or manager can be challenging. When numerous employees come forward with grievances about the same person, deciding who should be responsible for addressing the problem is complicated. Each complaint might have different nuances or perspectives, making it hard to get a clear picture of the situation.
When multiple skip-level complaints are lodged by a leader’s direct reports and/or colleagues, the problem can disrupt the workplace and impact overall productivity if not managed delicately. Below, members of Forbes Coaches Council share ways to decide who should be in charge of handling such a situation to determine the real root of the issues and address it.
1. The Leader’s Manager Should Jump In ASAP
In the first instance, the problematic leader’s manager should take responsibility—supported by human resources—to identify what the cause is. Too often, poor leadership traits passed down through the organizational hierarchy lead to a lack of ability, then leadership failure, as opposed to the problem being about an individual’s nefarious intentions. Hitting the big red button could prematurely end a manager’s career when they were not to blame for their shortcomings. – Chris Averill, Northford Capital.
2. Allow HR To Take The Lead
When an organization is otherwise running effectively, the safest approach for all involved is to allow HR to take the lead. They can funnel the complaints to the leader and suggest enlisting an organizational development firm to assess the situation. Even when an organization has a board of directors, a competent HR department can avoid legal ramifications and workplace drama. – Joanne Valli-Meredith, PhD, BeyondAdmissions, Inc.
3. If HR Isn’t An Option, An Unbiased Senior Leader Can Step In
When an employee makes a complaint against a leader, it should be investigated. When possible, the best person is an HR professional, either in-house or third-party, depending on the severity of the complaint. If HR is not an option, another unbiased senior leader should step in. A confidential investigation is the only way to determine a proper course of action and limit exposure to liability. – Lindsay Miller, Reverie Organizational Development Specialists.
4. Have An Outside Source Initiate A Confidential Investigation
The best way to determine the root of the problem would be to initiate a confidential investigation, preferably with an outside source. It’s critical for organizations to approach such complaints with seriousness and sensitivity, ensuring a fair process for all involved. This helps resolve the immediate issue and contributes to a culture of trust, accountability and mutual respect. – Dr. Michele D’Amico, Vetta Consultants LLC.
5. HR Should Investigate And Report To The Leader’s Boss
A leader is always responsible for their relationships with their subordinates. Complaints against a leader usually indicate a communication issue or a more serious problem with the leader. HR should formally investigate and report findings to the leader’s boss. Based on the findings, the boss of the leader in question should directly and promptly address the issues and monitor the situation closely until it is resolved. – Jason Ballard, Soar Higher Coaching & Training.
6. Never Let Leaders Investigate Themselves
No manager should investigate themselves. An HR leader or neutral third party should lead when multiple direct reports lodge skip-level complaints. The best way is to first ensure that the complainants are protected from retaliation. Next, promptly conduct a transparent and fair investigation. And finally, based on the outcome, utilize conflict resolution strategies or execute disciplinary actions. – Anthony Howard, HR Certified LLC.
7. Bring HR, The Leader’s Direct Support And Senior Company Leaders Together
Collaboration among HR, the leader’s direct support and senior company leaders is key in addressing skip-level complaints. Undertaking a thorough investigation, showing support for employees, taking corrective actions and monitoring progress are essential steps in resolving the root issue effectively. – Jay Garcia, Jay Garcia Group.
8. Involve All Key Stakeholders
Responsibility in this instance involves the team and not just one individual or department. All key stakeholders should be brought into the discussion to share their collective thoughts in an open and objective manner. Withhold personal judgment and focus on factual information to assess next steps for the leaders as well as for the team. – Bryan Powell, Executive Coaching Space.
9. Collaborate With A Small, Confidential Circle
Ideally, involve the HR department and the leader’s direct supervisor, with support from senior management as needed. This collaborative approach ensures an objective investigation, balancing confidentiality with the need to achieve results. It is advisable not to go beyond this circle to avoid creating distortions within the rest of the company. – José Luís González Rodriguez, ActionCOACH.
10. Have An Outside Expert Interview All Parties Anonymously
An outside expert can interview all parties anonymously to identify patterns and systemic cultural problems objectively. They can review policies and previous feedback and compare perspectives to get to the heart of leadership, communication or organizational style issues. Only an independent third party can ensure a thorough, unbiased process that will result in meaningful changes. – Jonathan H. Westover, Ph.D, Human Capital Innovations.
11. After HR’s Evaluation, Utilize A Neutral, Third-Party Investigator
The HR department should initially evaluate the validity and scope of the complaints. To ensure impartiality, it is advisable to utilize a neutral, third-party investigator. This process should include confidential interviews with complainants, the leader and relevant witnesses to gather comprehensive insights into the allegations. – Peter Boolkah, The Transition Guy.
12. Bring In A Professional Mediator Or Consultant
Bringing in a professional mediator or organizational consultant to lead an impartial investigation is a smart move. This ensures fairness, confidentiality and a safe space for all involved. Moreover, it’s crucial to establish regular feedback sessions and conduct climate surveys to catch issues early and prevent them from spiraling out of control. – Alla Adam, Alla Adam Coaching.
13. Start A Confidential 360-Degree Feedback Process
When there are complaints about a leader, HR has a responsibility to investigate how the perception of this leader stacks up against the reality of what’s happening. The best way to do this is to launch a confidential 360-degree feedback process. HR should hire an external executive coach to interview 10 to 12 people this leader works the closest with to illuminate any blind spots this leader has. – Melissa Eisler, Wide Lens Leadership.
14. Have The Skip-Level Leader Ask Clarifying Questions
There is much nuance involved in these situations, and going straight to HR could escalate things. The skip-level leader needs to be empathetic, open-minded and curious. Ask questions for clarification and inquire what each employee has personally observed and has done in response. Is this a case of personalities clashing, the leader holding them accountable when others haven’t, team storming or a real issue? – Kristy Busija, Next Conversation Consulting.
15. Use HR’s Established Internal Investigation Process
The responsibility for investigating complaints against a leader is the work of HR. A solid HR department has an internal investigation process established and can execute it efficiently and effectively. If the organization does not have an established HR department, it should find an expert third party to perform this important work and determine the root cause of the issues. – Jill Helmer, Jill Helmer Consulting.
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José Luis González, Forbes Coaches Council Member
