Burning question:

Plenty of rumours, no proof: what to do?

Rita van Dijk, May 2025

What should you do when persistent rumours circulate within your organisation about a manager’s inappropriate behaviour, but there’s no concrete evidence?

For example: whispers among staff suggest that a manager consistently makes sexual advances towards young female interns. Everyone seems to be talking about it, yet no one comes forward with facts or a formal complaint. How should you, as the responsible leader, deal with this?

Pitfalls

Don’t fall into the trap of taking immediate action and suspending the manager in question. Without proof, this is problematic, both legally and ethically. Rumours may arise from reasons unrelated to misconduct. For instance, employees might feel undervalued, frustrated, or disappointed. Sometimes, gossip is used to undermine a leader’s reputation, especially if they are unpopular. At the same time, ignoring the rumours and pretending nothing is wrong, is equally risky. It may contribute to a sense of insecurity and mistrust within the organisation.

Take the signals seriously

As a leader, talk to the individual concerned. Explain that there are concerns and make it clear that certain behaviour is unacceptable. Ensure your organisation’s reporting procedures are confidential and well-communicated. Staff should know where to report inappropriate conduct and be confident that their complaint will be taken seriously, without fear of retaliation. Consider appointing an external confidential adviser alongside any internal ones. Some employees may feel more secure speaking to someone outside the organisation. If the rumours persist and are serious, hold one-to-one lunch conversations with individual employees. This can help reveal the actual scope of the issue and encourage people to speak up. If this still yields no clear outcome but the rumours continue, commission an external investigation into the concerns. Since any formal inquiry can damage the reputation of the person involved – regardless of the outcome – a confidential preliminary investigation may be a viable alternative. The goal here is to discreetly assess, using written and digital records, whether there is sufficient justification for a full investigation.

Conclusion

Rumours of inappropriate conduct are never trivial. Even if direct sanctions aren’t possible without evidence, it is essential to take concerns seriously and foster a safe working culture. That’s the only way to ensure staff feel heard and to prevent problems from festering or escalating.

 

Burning question:

Does a star performer get more leeway?

Rita van Dijk, May 2025

Successful employees and managers can make a major contribution to an organisation. But what if a star performer crosses the line? Organisations often hesitate to intervene out of fear of losing performance or suffering reputational damage. Meanwhile, colleagues feel powerless when someone with influence and status displays inappropriate behaviour.

Fatal strategies

Several damaging strategies are commonly used when dealing with high-performers. One is looking the other way, choosing to ignore misconduct precisely because of the individual’s value to the organisation. The threshold for reporting is much higher when the perpetrator is someone viewed as indispensable. Leaders often weigh up the risks and conclude: he or she brings in so much, we’ll let it slide. This approach not only protects an individual but sends a dangerous message to the entire organisation and undermines trust. A closely related tactic is covering things up in the hope the issue will fade. But this is wishful thinking. Inappropriate behaviour nearly always comes to light eventually, often with greater reputational damage. Another harmful approach is delaying action. This erodes employee trust, reinforcing the belief that double standards are at play. Sometimes, it’s the victims who are relocated or nudged out of the organisation. This is especially common in sectors with many freelancers.

How should you handle it instead?

• One rule for all. Be clear about your organisation’s values and ensure no one – no matter how successful – is above the rules.
• Transparent, fair procedures. Investigate all reports objectively, without being swayed by status.
• Protect those who report. Build a culture where staff feel safe to raise concerns.
• Be willing to pivot. Sometimes, the right choice is to take a different path, even if that means losing a high performer.

 

The impact on organisational culture

How an organisation handles star performers who engage in inappropriate behaviour speaks volumes about its moral compass. The core question is: does success outweigh integrity? Or are there limits to what is tolerated, regardless of someone’s achievements?

Taking action sends a powerful message: exceptional results do not justify an exceptional position. Performance matters but integrity matters more. This requires consistent leadership. Team leaders shape team culture, while executives are responsible for the broader organisational culture. Clear decisions, followed by real action and good personal example, are key to steering cultural change in the right direction.