As a leader, it’s never easy to know exactly what to do when someone approaches you with a harassment–related issue. Beyond the specifics of your organization’s Harassment Policy, here are some tried-and-true do’s and don’t:
Do…. |
Don’t…. |
|
| 1 | Find appropriate location | Hold conversation in public or in location that may give rise to speculation or gossip |
| 2 | Get all the facts, ask clarifying questions | Get a general sense of the issue without the specifics |
| 3 | Take it seriously | Make light of it, dismissing importance |
| 4 | If they’re impacted, it’s actionable for you. Your personal sensitivities are irrelevant. | Take a ”this behaviour wouldn’t bother me, so it really shouldn’t bother you” approach |
| 5 | Explain confidentiality and its limitations | Be unclear about the parameters of confidentiality |
| 6 | Be clear that removing harassment and bullying is an organizational responsibility. It’s not up to the individual to solve. | Think or tell the complainant that they have to fix it (e.g. they must speak directly with the person involved, or ‘stand up to them’) |
| 7 | Ask for their input on preferred modes of resolution, but remember it’s still ultimately the org’ responsibility to fix | Come up with solutions and decisions without hearing the complainant’s ideas regarding solutions and preferences |
| 8 | Relay the process and next steps clearly. Commit to getting back to them – specifically | Be vague about next steps and actions |
| 9 | Take action immediately | Procrastinate |
| 10 | Follow up regularly | Forget about it once you’ve dealt with it |
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