Focus Seed

Where there’s smoke, there’s fire: Addressing leadership issues before they spread

We all know the saying, “Where there’s smoke, there’s fire.” It’s rarely a coincidence when multiple staff members raise concerns about one particular leader. When employees become disengaged or start leaving in droves, yet no one addresses the root cause, ding ding ding, the leader, it’s not just disappointing, it’s dangerous.

Pretending the problem doesn’t exist or looking the other way, has serious consequences. Avoiding the source doesn’t make it go away; it intensifies the damage. In fact, doing nothing empowers the leader to continue creating chaos and distress within the workplace.

At some point, someone must step in: identify the real problem, determine a course of action, and develop a plan to address it.

Case Study: Complaints about a leader

Let’s walk through a simplified scenario.

Scenario: Escalating concerns

You’re in a leadership or HR role. Over the past two months, you’ve had several employees come to you about the same leader.

• Employee A says the leader often makes inappropriate comments and belittles them in meetings.
• Employee B reports being yelled at multiple times in front of their team, causing embarrassment and stress.
• Employee C claims the leader is dismissive, refuses feedback, and creates a toxic environment where people are afraid to speak up.

It’s not just one isolated complaint; it’s a pattern. This raises red flags.

What happens if nothing is done?

• Increased turnover: Talented employees will leave.
• Low morale: Remaining staff become disengaged, fearful, or resentful.
• Reputation damage: Word spreads. Your organization gets a reputation for tolerating toxic leadership.
• Legal and compliance risks: Inappropriate behavior left unchecked could lead to lawsuits or HR violations.
• Productivity drops: Dysfunction trickles into team performance and output.

Avoiding action protects the problematic leader, not your people or your culture.

So, what should you do?

Step 1: Assess the complaints

Determine whether the situation requires mediation or investigation.

• Mediation is appropriate when:
  • Miscommunication or conflict between parties is involved.
  • Both sides are willing to work through the issue.
  • There’s no serious misconduct or policy violation.
• Investigation is necessary when:
  • There are repeated complaints from multiple employees.
  • Allegations include yelling, harassment, or inappropriate behavior.
  • Trust has broken down, and neutrality is needed.

Scenario outcomes

If you choose mediation:

• Bring in a neutral facilitator.
• Establish ground rules and confidentiality.
• Help both parties express concerns and agree on clear behavioral expectations.
• Follow up regularly to monitor changes.

If you launch an investigation:

• Interview all parties involved (also witnesses) confidentially.
• Document findings carefully and remain neutral.
• Determine whether policies were violated.
• Based on findings, take corrective action, which may include:

Addressing the leader’s gaps

Once the investigation or mediation concludes, the next steps depend on what was discovered:

1. Identify skill gaps

Does the leader lack emotional intelligence, conflict resolution, or communication skills?

• Action: Provide coaching, training, and development resources tailored to those gaps.

2. Performance Improvement Plan (PIP)

If issues persist but are not severe enough to warrant termination:

• Action: Place the leader on a formal PIP with clear goals, timelines, and metrics. Monitor progress closely.

3. Termination

If the behavior is egregious, recurring, or damaging:

• Action: Move toward termination, supported by proper documentation and HR/legal guidance.

Doing nothing is never a neutral act. It sends a message to your team, to your culture, and to that problematic leader. Addressing leadership concerns directly may be uncomfortable, but it’s essential for a healthy and thriving workplace.

You don’t just protect your employees, you protect the values your organization claims to stand for.

About the Author

Dr. Jaquelle Outlaw is a SHRM-certified HR professional and workforce development expert with a passion for creating data-driven, people-centric strategies. With years of experience in human resources, she specializes in leadership development, team dynamics, and employee well-being. Jaquelle has a PhD in Industrial-Organizational Psychology, where she deepens her expertise in the science of work and human behavior. Her research and work focus on leveraging psychological principles to drive workplace efficiency and employee satisfaction. Through this platform, Jaquelle aims to share valuable insights and practical strategies to help organizations build stronger, more engaged teams.

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