supervisor and employee issues

[Chris Vaage]

#108397

Forum: Private

I have senior leader who has concerns about her supervisor using patronizing and intimidating language.I have been a part of some of these interactions and have not witnesssed anything in appropriate. however i am meeting with the senior lead to discuss what else has happened. If I dont think its substantial I will probably recommend as a starting point the senior lead have a conversation (if they feel safe to do so) to discuss the concerns with their supervisor. This is also my supervisor the CEO so I am a bit unsure how to move forward with this situation, it could be a potential harassment investigation but I cannot see any thing of substance related to harassment.its more unpopular decisions around allocation of resources, and appropriate critiques that were made in a quesitionable manner. I do think this persons psychological safety is comprimised.

[Haley O’Halloran]

#108399

It would be reasonable to meet with the senior leader and listen carefully to the concerns before determining whether a formal harassment investigation is warranted. The fact that you personally have not witnessed inappropriate conduct is useful context, but it does not necessarily mean that the employee’s concerns should be dismissed. Your meeting should focus on obtaining specific examples: what was said or done, when and where it occurred, who was present, how frequently it has happened, whether there were witnesses or documentation, and how the behaviour has affected the employee. It is also important to distinguish between unpopular management decisions, legitimate performance feedback or criticism, and conduct that crosses the line into harassment, bullying or intimidation.

Based on what you have described, it may be appropriate to explain that not every difficult or uncomfortable workplace interaction constitutes harassment. A supervisor can make unpopular decisions, allocate resources differently, provide constructive criticism and hold employees accountable. However, the manner in which those things are communicated matters. If the employee is describing a recurring pattern of belittling, threats, humiliation, intimidation or other unreasonable conduct, that could warrant further assessment even if individual incidents might not appear particularly serious in isolation. In particular, I would take the concern about psychological safety seriously rather than focusing solely on whether the conduct technically meets the definition of harassment.

If, after your meeting, the concerns appear to involve primarily communication style or interpersonal conflict rather than harassment, an informal intervention could be a reasonable first step—provided the senior leader genuinely feels comfortable and safe having that conversation. You might recommend a structured conversation focused on specific behaviours and their impact rather than accusing the supervisor of harassment. For example, the senior leader could explain that certain interactions have felt intimidating or patronizing and identify what communication approach would be more productive. Depending on the circumstances, coaching, facilitated discussion or leadership training could also be appropriate. I would document the concerns raised, the steps you took to assess them, and any recommendations or follow-up.

The fact that the supervisor is also your CEO does create an additional complication because of the potential conflict of interest and power imbalance. I would avoid putting yourself in the position of independently determining that there is no harassment simply because you have not personally observed it. If the employee provides allegations that are specific, serious, repeated, or potentially meet the applicable workplace-harassment definition, it would be prudent to have someone independent assess the situation rather than having you investigate your own supervisor. Even if a formal investigation is not warranted, maintaining appropriate documentation and following up with the senior leader later can help demonstrate that the concern was taken seriously.

Disclaimer: I am not a lawyer, and this is general workplace/HR guidance rather than legal advice. If there are concerns that the conduct could constitute workplace harassment, psychological harassment, reprisal, discrimination, or another legal issue—or if a formal investigation may be required—it is best for the person responsible for handling the matter to seek advice from qualified legal counsel before proceeding.

I hope this helps!
-HRInsider Staff

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