Category: From the Files of HR Answers

Client: I’ve got a situation. A former employee left weeks ago and still hasn’t returned their company laptop and access badge, even though our policy requires it. What should I do?

Consultant: You’re not alone—this happens more often than you’d think. The key is to stay professional, document your efforts, and use the right channels to get the property back.

Client: What’s my first step?

Consultant: Start with IT and security. Immediately deactivate their system access, email, and building badge. If it’s a laptop or mobile device, have IT remotely disable or wipe it. This protects your data and prevents unauthorized use—whether or not you get the equipment back.

You could also notify them:
“Please be aware your system access and badge have been deactivated for security reasons. To avoid further action, return all company property by [date].”

This makes it clear you’re serious while keeping it professional.

Client: What if they still don’t respond?

Consultant: That’s when you move from informal to formal. Send a certified letter with a clear deadline for return, referencing the policy they acknowledged when they left.

You might write:
“As a reminder, company property (laptop, access badge, etc.) must be returned no later than [date]. Please contact [HR or IT contact] to arrange return. If the items are not received by this date, the organization may take further steps to recover them.”

This creates a paper trail and sets a firm expectation.

Client: And if that still doesn’t work?

Consultant: If reminders don’t work, review your organization’s policy. Some states let you deduct the cost of missing property from an employee’s final paycheck, but others—such as Oregon—do not. Many require prior written consent, and some ban deductions entirely. Always verify state rules before proceeding.

If deductions aren’t possible, your remaining options are to escalate with legal counsel or pursue recovery in small claims court.

Client: What if the property is damaged when I finally get it back?

Consultant: Document its condition immediately and follow your policy. If you don’t have one that covers damage, create one for future use. Have employees sign an equipment agreement at onboarding that clearly states expectations for return, loss, or damage.

Client: Okay, so lock down access, send reminders, and then escalate?

Consultant: Exactly. Here’s the step-by-step approach:

1. Deactivate access – IT/security shuts down systems and badges immediately.
2. Send reminder – email or call with a professional request for return.
3. Send certified letter – set a clear deadline and reference policy.
4. Review policy & law – check what is legally allowed for recovery in your state.
5. Escalate if necessary – legal counsel or small claims for unresolved cases.

Client: That’s helpful. How do I avoid this next time?

Consultant: Plan ahead. At offboarding, have a property checklist and collect items before final pay or benefits are processed—if your state law allows. An in-person equipment return during the exit meeting is the cleanest and most effective process.

Client: So, the key is to secure the organization first, then recover what you can?

Consultant: Exactly. Protect your systems, follow a clear process, and tighten up offboarding for the future. Think of this as both a recovery step and a process improvement opportunity.

And if you’d like, we can help you draft a simple, air-tight property return agreement for future hires.

Client: I have a problem. One of my employees was hired for a role that requires travel, but now they’re refusing to do it. How do I handle this?

Consultant: That’s a tough one. Travel was part of the job description, so refusing to do it means they aren’t fulfilling their role. The first step is to understand why they’re refusing—sometimes there’s a personal or medical reason behind it, other times it’s just reluctance.

Client: So, I should just ask them why they don’t want to travel?

Consultant: Exactly. Start with curiosity, not confrontation.

You might say:
“I understand you’re hesitant about the travel requirements. Can you share what’s making this difficult? Let’s talk about it.”

This gives them space to explain whether it’s a temporary issue, like childcare, or something more permanent, like fear of flying.

Client: What if it’s a personal preference—they just don’t want to travel anymore?

Consultant: Then it’s time to be clear: this is a fundamental part of the role, and choosing not to travel isn’t optional.

You could say:
“When you accepted this position, travel was an essential function of the role. While I understand your concerns, fulfilling that requirement is part of your job expectations. If you feel unable to meet that requirement, we need to discuss what that means moving forward.”

This makes it clear that they can’t pick and choose the parts of the job they want to do.

Client: What if they say it’s a medical or family reason?

Consultant: That’s where the ADA or other accommodation processes may come into play. If it’s medical, you’re required to go through the interactive process to see if accommodations can be made. That might mean reducing travel temporarily, providing alternatives (like virtual meetings), or adjusting how travel is scheduled.

You might say:
“If this is related to a medical or family need, let’s work together to explore possible accommodations. We’ll need documentation so we can understand what adjustments may be required.”

Client: And if no accommodation applies, but they still won’t travel?

Consultant: At that point, it’s a performance issue. You’ll need to address it the same way you would with someone refusing any other key duty.

Try:
“I need to be clear—travel is a requirement of this job. If you’re unwilling to meet that expectation, we’ll need to explore other options, which may include disciplinary steps.”

This sets the boundary while giving them a final chance to correct course.

Client: What if there aren’t any other roles for them here?

Consultant: Then it may ultimately lead to separation. Not every employee is a fit forever, especially when job requirements can’t be negotiated. Document the conversations, follow your policy, and be consistent.

Client: So, the key is to ask why, consider accommodations if appropriate, and then hold them accountable if it’s just refusal?

Consultant: Exactly. Show empathy by exploring the ‘why,’ and show fairness by considering accommodations. And if it comes down to flat-out refusal with no legitimate reason, you move into accountability. That way, you’ve balanced compassion with the needs of the organization.

And remember—if you need support navigating the interactive process or structuring the accountability steps, we’re here to help.

Client: I need to announce upcoming layoffs due to financial strain, and I’m worried about damaging morale. How do I communicate this in a way that’s compassionate but still honest?

Consultant: This is one of the most difficult conversations a leader can have. The key is to be clear, transparent, and humane—while avoiding unnecessary details that can spark rumors or panic. Employees should hear the news directly from you, not through the grapevine, and they should understand both the ‘what’ and the ‘why.’

Client: Should I tell everyone at once, or start with individual conversations?

Consultant: Timing and sequencing matter. If the layoffs affect multiple people, it’s best to tell impacted employees privately first, then address the whole group. This ensures individuals don’t hear about their own layoff in a group setting, which can feel impersonal and disrespectful.

You could say to impacted employees:
“I want to speak with you privately because I have some difficult news. Due to ongoing financial strain, we have to reduce our workforce, and your position is being impacted. This decision is not a reflection of your performance. I want to walk you through what this means and the support we’ll provide during this transition.”

Client: How much detail should I share about the financial situation?

Consultant: Share enough to provide context without overloading employees with numbers or confidential details. The goal is to help them understand this is a business decision, not a personal judgment.

You might say to the group:
“Our organization has been facing significant financial challenges due to [brief reason—declining revenue, loss of a major contract, etc.]. After exhausting other options, we have to make the difficult decision to reduce staff so we can remain viable and continue serving our mission.”

Client: What if employees who are staying feel guilty or fearful?

Consultant: That’s a real risk. Address it head-on. Recognize the emotional impact and outline the plan moving forward.

Try this:
“I know this is hard, and it’s natural to feel a mix of emotions right now. We’ll be supporting those who are leaving, and we’re also committed to supporting those who remain. I want to focus on stability and clarity for the team moving forward.”

Client: How do I make sure people know we care?

Consultant: Show it through action, not just words. For departing employees, offer outplacement resources, job search assistance, or extended benefits where possible. For remaining employees, be present, listen, and communicate regularly.

You can add:
“We value the contributions of every team member. For those leaving, we’ll do our best to provide resources to help with the transition. For those staying, I’m committed to keeping you informed and involved as we navigate the future together.”

Client: What if people get angry or start asking tough questions I can’t answer?

Consultant: Stay calm, acknowledge the emotions, and be honest when you don’t have all the details.

You might say:
“I understand this is upsetting, and I may not have every answer today. I will share updates as soon as I can, and I’m committed to being as transparent as possible.”

Client: So, the key is clarity, compassion, and consistency?

Consultant: Exactly. Communicate early, directly, and with empathy. Make sure people know the decision is about the financial reality, not individual worth. And follow up—how you lead after the announcement will matter just as much as the announcement itself.

And, if you’d like help preparing your talking points or a support plan for both departing and remaining employees, we’re here to help.

Client: Some of my employees are coming to me with questions about which bathroom an employee who is undergoing a gender transition should use. I want to make sure I respond respectfully and inclusively, without making things more tense. How do I handle this?

Consultant: This is a common concern, and it’s important to handle it with clarity, respect, and a focus on your organization’s values and policies. The goal is to support the transitioning employee while setting a respectful tone for the entire workplace.

Client: Right, but employees are asking me to make a ‘special rule’ or provide separate facilities. What do I say?

Consultant: Keep it policy-based and tied to legal and inclusion standards—not personal opinions. You could say:
“Our policy, in alignment with applicable laws and our commitment to inclusivity, is that employees may use the restroom that corresponds with their gender identity. We expect all staff to respect this and maintain a professional environment.”

This keeps the focus on compliance and respect, rather than individual preferences.

Client: What if someone says they’re uncomfortable?

Consultant: Discomfort isn’t the same as a legitimate workplace need. That said, you can address concerns without infringing on anyone’s rights. You might say:
“If you’re uncomfortable, you’re welcome to use any available single-user restroom or take breaks at different times. What we can’t do is single someone out or limit their access to facilities based on gender identity.”

This offers options without placing the burden on the transitioning employee.

Client: What if employees start gossiping or making comments?

Consultant: That’s a conduct issue, not a restroom policy problem. Address it the same way you would any disrespectful or unprofessional behavior:
“Comments or gossip about a coworker’s personal characteristics are not appropriate in the workplace. We maintain an environment of respect for everyone.”

Client: “What about signage or changes to the facilities?”

Consultant: If you have single-user restrooms, labeling them as “All-Gender” can signal inclusivity. Even without physical changes, communicate clearly:
“Our facilities are available for all employees, and we will continue to ensure privacy and respect for everyone.”

Client: So, the key is to follow policy, set expectations, and address behavior—not the person?

Consultant: Exactly. Treat it as a workplace respect and compliance matter, not a debate. The more confidently and consistently you handle it, the quicker your team will adapt.

And remember, if you need help updating policies or training staff on respectful workplace practices, we’re here to support you.

Client: I just found out an employee worked overtime last week, but I didn’t know about it until after payroll was already processed. What do I do?

Consultant: First things first—you have to pay them for the overtime. Even if it wasn’t authorized, once the work is done, wage and hour laws require you to compensate them for it. The real focus now is on addressing the process and preventing it from happening again.

Client: So, I have to pay them even though they didn’t get approval?

Consultant: Yes. You can’t withhold pay for time actually worked. That said, you can treat the unauthorized overtime as a performance issue and address it through coaching or corrective action.

You might say:

“I understand you worked extra hours, and I want to remind you that all overtime must be approved in advance. Going forward, please get approval before working extra so we can plan and manage costs.”

This keeps it clear and professional.

Client: What if they say they had to do it to get their work done?

Consultant: That’s when you dig into the why. Was the workload unreasonable? Was there a last-minute request? Or is this a pattern?

You could respond with:

“If your workload requires overtime to complete, I need you to let me know before staying late so we can prioritize or redistribute tasks. We’ll work together to make sure deadlines are met without unapproved overtime.”

This helps solve the root cause while reinforcing the process.

Client: What if this keeps happening?

Consultant: If it’s a one-off, a reminder may be enough. If it’s recurring, it’s time to escalate.

You might say:

“We’ve discussed overtime approvals before, and I’m still seeing unapproved hours. This needs to change, or we’ll need to take further action.”

Document each conversation so you have a record of the issue.

Client: Should I update my policy to cover this?

Consultant: Absolutely. Your policy should clearly state:

✔ Overtime must be approved in advance

✔ Unauthorized overtime will be paid, but may result in corrective action

✔ Employees must communicate workload concerns before working extra hours

That way, there’s no confusion about expectations.

Client: So, the key is pay now, address the behavior, and fix the process?

Consultant: Exactly. Paying for all hours worked keeps you compliant, and addressing the behavior ensures you’re not in this situation every payroll cycle. Clear policies, open communication, and follow-up are your best tools here.

And if you’d like, we can help you review your overtime policy to make sure it’s both legally sound and operationally practical.

Client: I have an employee with physical work restrictions from their doctor, but they keep ignoring them because they ‘don’t want to burden the team.’ I appreciate their work ethic, yet I’m worried they’re going to hurt themselves—or make things worse. How do I address this?

Consultant: You’re right to be concerned. Even with good intentions, working beyond medical restrictions can lead to reinjury, liability for the organization, and disruptions for the whole team. The key is to prioritize safety, follow medical guidance, and help the employee see that respecting restrictions is part of being a good teammate.

Client: They say they feel fine and can handle it. Can I just let them keep working?

Consultant: No. Medical restrictions are there for a reason, and allowing them to be ignored puts everyone at risk.

You could say:
“I appreciate that you want to help your coworkers, and part of helping the team is making sure you stay healthy. We need to follow your doctor’s restrictions so you can recover fully and avoid further injury.”

This frames compliance as a team benefit—not a personal limitation.

Client: What if they think I’m just trying to make their job easier?

Consultant: Reinforce that this is about safety, not workload preference. Tie it back to policy and medical guidance.

You might say:
“Your doctor provided these guidelines so you can heal safely. My responsibility is to make sure we follow them. If we need to adjust tasks temporarily, that’s part of supporting both you and the team.”

Client: They’re worried others will think they’re not pulling their weight.

Consultant: That’s common. Help them understand that short-term modifications protect their long-term ability to contribute.

Try this:
“I understand you don’t want to let the team down. Following these restrictions is how you make sure you can keep contributing in the long run. We’ll communicate task changes so the team knows this is temporary and medically necessary.”

Client: What if I see them ignoring the restrictions?

Consultant: Address it immediately—privately and factually.

You might say:
“I noticed you were lifting [X pounds / doing [task]] that’s outside your current medical restrictions. We need to stick to the plan from your doctor to protect you from reinjury. Let’s talk about how to handle this task differently.”

This makes it clear that ignoring restrictions isn’t optional.

Client: What if they keep doing it?

Consultant: At that point, it becomes a compliance and performance issue. You may need to document the conversations and, if necessary, require a follow-up with their healthcare provider to review the restrictions.

You could say:
“We’ve discussed following your medical restrictions, and I’ve noticed repeated instances where they’re not being followed. This is a serious concern for your safety and the organization’s liability. We need to meet again to determine next steps, including whether your doctor should re-evaluate your work plan.”

Client: So, the key is to align with medical guidance, frame restrictions as a team benefit, and address non-compliance quickly?

Consultant: Exactly. Good intentions don’t override medical safety. Helping an employee understand that following restrictions is part of supporting the team—and protecting their own future—keeps everyone safe and productive.

And if you need help creating a modified duty plan or communicating restrictions to your team, we’re here to assist.

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.