Workplace bullying and harassment are not just isolated incidents, they are systemic failures that damage individuals, organizations, and communities. The role of leadership in protecting employees from such harm is crucial. When those in leadership weaponize the pain of the people they are entrusted to protect, it not only undermines the integrity of the workplace but sends a clear message: this is not a safe workplace. When policies meant to ensure fairness are ignored, investigations are manipulated, and the truth is buried in favor of protecting the abuser, trust erodes, and reputations are permanently stained.

It’s time to ask the hard questions: Are you complicit in these destructive practices, or are you committed to being part of the solution? Here is what we are seeing in the cases that come to us today.

• We see people in authority weaponizing the pain of those harmed by bullying and harassment – using the injured workers symptoms and/or diagnosis of depression, anxiety, and fear against them – shifting blame onto the target to discredit their experience and complaint. The hard question is: is this how you respond to someone following your mission statement and policies? Someone seeking safety and support?

• We see the contamination of investigations or complaint review processes by allowing the alleged aggressor to sit on the committee, sabotaging any chance of fairness from the outset. The message you are sending is loud and clear: “This is not a “safe place to work.” The hard question is: do you genuinely “expect people to trust your system when you’re stacking your favor of the abuser?

• We see the manipulation of outcomes by excluding crucial evidence and witnesses, burying the truth to protect your interests. Leaders and HR should have no role in internal investigations like these. These processes must be handled by an impartial, external third party, paid by an independent body so that money and power don’t dictate what becomes evidence. The hard question is: are you protecting your organization’s image or seeking the truth? Your image won’t hold up when the truth comes out. Act on facts and gain loyal, productive, and healthier employees.

• We see the cherry-picking of findings from substantiated investigations—addressing only the points that protect the aggressor while ignoring recommendations supporting the person harmed. What’s the message here? “Don’t report abuse.” It is not safe here! It is the abuser who are protected; the ethical employee is not.” The hard question is: is this the legacy you want to leave?

• Choosing silence over justice happens far too often – retaining the aggressor to avoid financial repercussions, even if it costs you long-term, loyal employees and creates a toxic environment for the rest. By protecting abusers, you’re forcing out those who have dedicated years to your organization simply because you’re afraid to confront wrongdoing. Is this how you demonstrate your values, integrity, and gratitude? The message is clear to your workers: “Don’t give this employer more than the bare minimum—they don’t care.” The hard question is: is this what you want?

• Fact: injured workers talk to their families, friends, communities, strangers, and new employers. And each of those they talk to also talk. Your reputation follows every decision. When you engage in any of the above actions, word will get out and future talent and the public will perceive your organization negatively. The hard questions? Are you seeing the full picture of your actions? Are these actions making “good business sense”? What do you want to be known for?

It’s time to ask yourself and your peers: are we part of the solution or part of the problem?

Solutions?

Ensure fair and impartial investigations: Uphold the integrity of your organization by using independent, third-party investigators to handle complaints. Removing internal influence, such as involving HR or leaders who may have conflicting interests, ensures a just process based on facts and is free from bias. This is a crucial step in demonstrating your commitment to a safe and respectful workplace.

 Protect those harmed, not the aggressors: Follow through on all recommendations from investigations and make decisions that prioritize the well-being of the harmed individuals. Create a system where retaliation against those who report bullying or harassment is strictly prohibited, with real consequences for violators. This will reassure your employees that their safety and well-being are your top priorities.

 Foster a culture of accountability: Hold all employees accountable for their behavior, including leaders. Ensure that those who cause harm face appropriate consequences, regardless of their position or organizational status. This will empower your employees and show that everyone is equal in the eyes of justice.

 Invest in external oversight: Implement regular audits of your workplace processes and culture to identify gaps in psychological safety. Transparency is critical—allow these auditors to provide recommendations that lead to a healthier workplace environment.

 Prioritize mental health and safety: Create clear policies and support systems for those affected by workplace bullying or harassment. Provide access to trauma-informed care, mental health resources, and support mechanisms to help those harmed heal and feel safe.

 Educate and empower your workforce: Train all employees, especially leaders, in trauma-informed practices, conflict resolution, and bystander intervention. Building awareness and equipping staff with tools to prevent harm will help create a culture of safety and respect.

Lead with integrity: Demonstrate your commitment to justice, transparency, and ethical leadership by addressing bullying head-on. Acknowledge past failures, take corrective action, and rebuild trust with your employees. Your actions, not just your policies, will shape your organization’s future.

 Authentic leadership is rooted in the integrity of truth and fairness—doing what is right even when difficult, respecting the law, and honoring your policies. It’s about creating a culture where trust, justice, and ethical behavior are non-negotiable, setting a standard others are proud to follow.

Linda Crockett MSW, RSW, SEP, CPPA                                                              October 23, 2024