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.