Author: Laurie Grenya

Client:
I’ve noticed that upper management isn’t following the same policies they expect from everyone else. Things like remote work, deadlines, even conduct during meetings—there’s a clear double standard. But I’m not in a position of power, and I don’t want to overstep or cause conflict. What can I do?

Consultant:
That’s a tricky but critical situation. When policies only apply to some people, it doesn’t just hurt morale—it damages credibility. Your goal is to raise the concern constructively, protect your professionalism, and invite accountability without making it personal.

Client:
How do I even bring this up without sounding accusatory or insubordinate?

Consultant:
Lead with values, not accusations. Focus on consistency, trust, and the employee experience—not blame.

Try this:
“I’ve noticed that there are some inconsistencies in how policies are applied, especially around [specific issue]. I’m concerned it may be sending mixed messages to staff. Can we talk about how to align messaging or clarify expectations so we’re all on the same page?”

Client:
What if I’m brushed off or told, ‘That’s not your concern’?

Consultant:
That’s a real possibility—especially if someone feels uncomfortable being held to their own standard. If that happens, remain calm and reinforce your intent.

Say:
“I understand I’m not here to manage leadership decisions. I’m raising this because it’s impacting how policies are viewed across the team. I want to support our culture and make sure I’m representing expectations accurately.”

Client:
What if I’m worried about retaliation or damaging relationships?

Consultant:
Then start with a private one-on-one with someone you trust—a peer in HR, a supervisor, or someone with influence who can carry the message up. You don’t have to go in alone or publicly.

You can say:
“I want to get your read on something. I’ve noticed some policy gaps at the leadership level, and I’m not sure the best way to raise it without it sounding critical. Can we talk through it?”

Client:
What if leadership hears it—but doesn’t change?

Consultant:
Then focus on what you can control: how policies are applied in your scope, how you model expectations, and how you communicate boundaries.

Say:
“Regardless of what happens elsewhere, I’m committed to clear and fair policy use on my team. If people have questions about broader alignment, I’ll refer them back up—but I’ll keep doing what I know is right.”

Client:
So, I can speak up without stepping on toes?

Consultant:
Exactly. You’re not challenging authority—you’re upholding equity. Lead with curiosity, stay grounded in values, and document concerns if they escalate.

Recap:

• Raise concerns by focusing on consistency, not criticism
• Use language that supports culture, not confrontation
• Find a trusted ally if you’re unsure about speaking up
• Reinforce what you can control, even if others don’t
• Integrity isn’t insubordination—it’s leadership from where you stand

And if you need help crafting a policy communication plan or navigating organizational politics—we’re here to support you.

Client:
We had someone start before their background check cleared—there was a delay, and we didn’t want to hold up onboarding. Now the results are in, and there are some serious concerns. What are our options? Can we still let them go?

Consultant:
It’s a tough position, but not an uncommon one. Many employers move fast to fill roles—and when the background check lags, it can backfire. The key now is to assess the risk, the role, and your policy before taking action. You’re not stuck—but you are on thinner ice if the process wasn’t followed.

Client:
I know we shouldn’t have let them start early. Does that mean we’re out of options?

Consultant:
Not necessarily. It depends on what the background check revealed, how relevant it is to the job, and whether you clearly communicated that the offer was contingent on passing the check.

Start by reviewing:
– What exactly came up?
– Is it directly related to the work they’ll be doing?
– Did your offer letter or policy state that continued employment was subject to background check results?

If yes—you still have a path forward.

Client:
What if the issue is serious—like a criminal record they didn’t disclose?

Consultant:
Then you may have just cause, especially if the offense relates to the nature of the work (e.g., theft in a financial role, violence in a public-facing role). Be careful though: some states have restrictions on using conviction records in employment decisions.

Say:
“We received the results of your background check, and there are findings that are inconsistent with the expectations for this role. We need to discuss next steps, and I want to give you an opportunity to provide any additional context.”

Always allow them a chance to respond before finalizing any decision.

Client:
What if the record isn’t directly related to the job?

Consultant:
Then you’re in more delicate territory. Consider:
– Is there a policy that outlines disqualifying offenses?
– Has the employee demonstrated performance or behavior concerns since starting?
– Could this be an opportunity for a second-chance employment conversation?

If the answer to all three is “no,” you might move forward with termination—but only after weighing risks and precedent.

Client:
Do we need to follow a specific process before letting them go?

Consultant:
Yes—especially if you’re using a third-party background check provider. The Fair Credit Reporting Act (FCRA) requires:
1. A pre-adverse action notice including a copy of the report and a summary of rights.
2. A reasonable wait period (typically 5 business days).
3. A final adverse action notice if you decide to terminate.

This gives the employee time to dispute or clarify any inaccuracies.

Client:
What do I tell the team if we let them go?

Consultant:
Keep it simple and professional—focus on role coverage, not the reason for departure.

You can say:
“There’s been a change in staffing, and we’re adjusting our assignments while we find the right fit. I’ll keep you updated on the next steps.”

Confidentiality is key.

Client:
So, we’re not stuck—but we need to slow down and follow the right process now?

Consultant:
Exactly. Act with care, consult legal if needed, and document every step. And moving forward—don’t start until all conditions are cleared.

Recap:
✔ Review the nature and relevance of the background check concern
✔ Confirm your contingent offer language and policy
✔ Follow FCRA if a third-party vendor was used
✔ Give the employee a chance to respond
✔ Document your process and communicate with care

And if you need help navigating the legal steps or tightening your pre-employment process—we’re here to support you.

Client:
I’ve got an employee who flat-out refuses to do anything that’s not spelled out word-for-word in their job description. Anytime I assign something even slightly outside of that, they push back with ‘That’s not my job.’ It’s getting frustrating. How do I address this?

Consultant:
You’re dealing with the job description literalist—someone who uses the document as a shield rather than a guide. While job descriptions matter, no organization thrives when employees do only what’s listed. The key is to re-frame expectations, reinforce flexibility, and reset boundaries without being dismissive of their concerns.

Client:
How do I bring it up without starting a fight?

Consultant:
Lead with the importance of adaptability, not accusation. Acknowledge their attention to structure—and shift the focus to team contribution.

Try this:
“I appreciate that you’re clear on your responsibilities—and in any role, there will always be tasks that fall outside the job description. Our success depends on everyone pitching in when needed. I want to talk about how we can align on that.”

Client:
What if they say, ‘That’s not what I was hired for’?

Consultant:
Then it’s time to revisit the role’s scope. Job descriptions aren’t legal contracts—they’re frameworks. Most include a version of “other duties as assigned,” and even if not, reasonable flexibility is expected.

You can say:
“You were hired for a set of core responsibilities—and like any role, that includes occasionally stepping into related tasks or supporting team needs. If something feels completely out of scope, let’s talk about it. But pitching in is part of being on this team.”

Client:
Should I update the job description to include more?

Consultant:
Only if the work is becoming a regular part of the role. If this is a one-time project or occasional overflow, document expectations—but don’t over-edit to accommodate resistance.

Try:
“If this becomes a routine responsibility, we’ll revise the job description formally. Right now, I need your flexibility and willingness to contribute where needed.”

Client:
What if they’re technically right—it’s really not their job?

Consultant:
Then evaluate whether the task is a one-off, a mismatch, or something that requires reassignment. If it’s reasonable and within skillset, it’s fair to ask. If not, reassess your approach—or your staffing model.

Say:
“You’re right—this isn’t listed in your current duties. Let’s talk about what’s reasonable to expect and where we may need to adjust assignments or clarify roles.”

Client:
What if they refuse again?

Consultant:
That moves into the performance or conduct zone. Being part of a team means showing up beyond the bullet points.

You might say:
“I’ve explained the expectation that everyone contributes beyond what’s strictly listed when needed. Continued refusal to do so affects the team and will lead to formal steps if not resolved.”

Client:
So, I can expect flexibility as long as I’m clear and fair?

Consultant:
Exactly. Job descriptions set the foundation—culture and performance expectations build the rest. Support, clarify, and if needed, correct.

Recap:
✔ Job descriptions are guides—not limits
✔ Set expectations for flexibility and team support
✔ Address resistance with clarity and fairness
✔ Adjust descriptions only if duties become routine
✔ Escalate if refusal affects team function

And if you need help updating role language or coaching through scope creep—we’re here to support you.

Client:
I have a team member who’s been gossiping, stirring up drama, and creating a really negative environment. Morale is starting to drop, and I’m hearing about things secondhand that make me concerned. How do I address this without making it worse?

Consultant:
Gossip might sound like a soft issue—but its impact is hard-hitting. It undermines trust, erodes culture, and distracts from the real work. The goal is to call it out clearly, privately, and with a focus on expectations—not accusations.

Client:
What do I say in the moment? I don’t want to sound like I’m policing conversations.

Consultant:
You’re not the gossip police—you’re the culture keeper. Approach it with curiosity and clarity.

Try this:
“I’ve noticed some conversations and tone lately that seem to be affecting team morale. I want to talk with you about what I’m seeing and the kind of environment we’re working to maintain.”

Client:
What if they deny it or say they were just ‘venting’?

Consultant:
That’s a common defense. Shift the focus from their intent to their impact.

Say:
“I understand you may not have meant harm, and the result is still that it’s creating tension in the team. We all have tough days, and when frustration turns into side conversations or speculation, it hurts the group.”

Client:
How direct can I be about the behavior?

Consultant:
Very. Gossip thrives in ambiguity. Be clear about what you’re seeing and what needs to stop.

You might say:
“Comments that criticize others behind their backs or spread unverified information have no place on this team. It undermines trust, and I expect it to stop immediately.”

Client:
What if they say others are doing it too?

Consultant:
Redirect. This conversation is about their behavior, not anyone else’s.

Say:
“I’m talking to you because I’ve observed or heard concerns about your conduct. If there are broader concerns, I’ll address those separately. Right now, I need your focus on how you contribute to the team’s culture.”

Client:
Should I document this conversation?

Consultant:
Absolutely. Gossip might feel informal, but the impact is very real. Document what you discussed, the expectations you set, and the employee’s response.

And say:
“We’re having this conversation to reset expectations. I’m documenting it informally for now, and if the behavior continues, we’ll move to formal steps.”

Client:
What if the gossip doesn’t stop?

Consultant:
Then it becomes a conduct issue. Escalate with formal warnings and tie it to your workplace standards.

You can say:
“We’ve discussed this before, and I’m still hearing reports of gossip and negativity. At this point, it’s impacting the team and will result in formal corrective action if it continues.”

Client:
So, I don’t have to be mean—I just have to be clear.

Consultant:
Exactly. Gossip loses power when you shine a light on it. Be respectful, firm, and consistent—and your culture will thank you for it.

Recap:
✔ Gossip is a conduct issue, not harmless chatter
✔ Address it early and privately
✔ Focus on impact, not intention
✔ Be direct, document it, and follow through
✔ Culture is built—and protected—through action

And if you need help scripting difficult conversations or creating a code of conduct—we’re here to support you.

Client: I’ve got an employee who’s constantly going above and beyond—but sometimes too far. They’re stepping into other people’s roles, taking over decisions they shouldn’t, and it’s starting to create friction. They mean well, but it’s getting disruptive. How do I handle it?

Consultant: It’s a classic case of over-achievement turned overstep. Their energy is valuable—and it needs direction. The goal is to keep their motivation without letting them derail roles, boundaries, or team trust.

Client: I don’t want to shut them down—they’re one of my hardest workers. But they’re stepping on toes.

Consultant: That’s the right instinct. You want to coach, not crush. Start by affirming their contributions—and then re-center the conversation on structure and roles.

Try this:
“I really value your initiative and the energy you bring to your work. At the same time, I’ve noticed you’re stepping into areas that aren’t part of your role, and it’s starting to cause confusion for others. Let’s talk about how to channel your drive while keeping clear boundaries.”

Client: What if they say, ‘I was just trying to help’?

Consultant: That’s likely—and it’s true. Reinforce that intent doesn’t cancel out impact.

Say:
“I know your intention is to support the team, and I appreciate that. And when roles get blurred, even with the best intent, it can lead to confusion and missed expectations. Let’s work together on where your role ends—and where support is still welcome.”

Client: Should I adjust their job to give them more responsibility?

Consultant: Only if it makes sense operationally. If they’re ready and the organization has room for it, explore it. But don’t reward boundary-crossing with promotion by default.

You might say:
“Let’s explore opportunities for growth in a structured way. If you’re interested in broader responsibilities, we can talk about what development or steps are needed to prepare you for that.”

Client: What if they’re intimidating others without realizing it?

Consultant: That’s a big flag. Overreach can feel like micromanagement or mistrust to coworkers—even when unintentional.

Address it with:
“I’ve heard some feedback that your involvement in certain areas is making it harder for others to own their work. That wasn’t your intent, but it is the impact. Let’s talk about how we can help you lead from within your role, without overstepping others.”

Client: What if they keep doing it?

Consultant: Then it shifts from coaching to correction. Document the behavior and clarify consequences.

Say:
“We’ve discussed boundaries and expectations, and I’m still seeing some overreach. I need you to stay within your role, and if that doesn’t happen, we’ll have to move to a formal discussion.”

Client: So, the message is: Stay ambitious—but stay in your lane?

Consultant: Exactly. Encourage drive. Reinforce structure. And when needed—draw the line.

Recap:
✔ Acknowledge intent, manage impact
✔ Clarify roles and expectations—early and often
✔ Offer growth paths, not free rein
✔ Address peer impact directly
✔ Coach first, correct if necessary

And if you need help drafting role clarity tools or coaching high performers—we’re here to support you.

Client: I just got a request from one of my employees asking if they can receive donated leave from coworkers because they’ve run out of their own time. The thing is—we don’t have a leave donation policy. How should I respond?

Consultant: That’s a tough spot—and a common one. When people face health issues or personal crises, others often want to help. But without a clear program in place, approving informal donations opens up fairness issues, administrative headaches, and potential liability. You’re right to pause before saying yes.

Client: I don’t want to come across as unsympathetic, especially since others seem willing to donate. What do I say?

Consultant: Lead with compassion—and policy clarity. Acknowledge the difficult circumstances while being transparent about the limitations.

Try this:
“I appreciate that your colleagues want to support you, and I understand how difficult this situation is. At this time, we don’t have a formal leave donation policy in place, so we’re unable to accommodate that request.”

Client: Couldn’t we just allow it this one time, informally?

Consultant: Tempting, but risky. Allowing an informal leave donation without a policy creates precedent—and opens you up to favoritism claims or confusion about future requests. If you want to go down that road, it needs to be formalized first.

You can say:
“Because we don’t have a process or policy for handling donated leave, approving a request informally would be inconsistent and potentially unfair to others. If this is something we want to consider as an organization, it needs to be thoughtfully structured.”

Client: What about unpaid leave instead?

Consultant: That’s a reasonable alternative—especially if the need is temporary and the business can accommodate it.

Offer:
“While we can’t approve donated leave at this time, we can explore whether an unpaid leave of absence is possible. Let’s talk about the time you’re requesting and what coverage would look like.”

Client: Should I bring this up with leadership to explore creating a formal program?

Consultant: Absolutely. If employee support and organizational flexibility align, a leave donation policy can be a great addition.

Just make sure it includes:
– Clear eligibility rules
– Documentation and approval procedures
– Limits on donated time
– Privacy protections for recipients and donors

And—make sure it’s reviewed legally before implementing.

Client: How do I explain this to the team if others are asking to donate?

Consultant: Be transparent and consistent. Keep it general to protect privacy, but emphasize fairness and process.

You could say:
“We appreciate the generosity and willingness to support a teammate. Right now, we don’t have a policy in place that allows donated leave, and we need to be consistent across the organization. If we explore a policy in the future, we’ll be sure to communicate with everyone.”

Client: Got it. So, I can be kind without being inconsistent.

Consultant: Exactly. Empathy doesn’t require bending policies you don’t have. Offer what’s available, be honest about what’s not, and if there’s organizational interest in creating a program—move it forward the right way.

Recap:
✔ Acknowledge the request with empathy
✔ Say no clearly when there’s no policy
✔ Avoid one-time exceptions—they create risk
✔ Offer unpaid leave when appropriate
✔ Bring up policy development if it fits your culture

And if you need help drafting a leave donation policy or managing complex leave requests—we’re here to support you.