Michelle Levesque has been supporting leaders with their people and organizational challenges for over 35 years, with recognized expertise in leadership, conflict management, team development, organizational transformation, and labour relations, particularly in structured and sometimes complex work environments.
Michelle’s perspective
When a complaint is filed against a manager, the most common reaction from leaders is the same:
Not wanting to make a mistake.
And that’s completely understandable. Because in the first hours, how the organization responds often shapes everything that follows.
The good news is that you don’t need to resolve everything immediately. But it is essential to take the right first steps.
The first mistakes to avoid in the first 48 hours
In situations like this, some well-intentioned reactions can make things more complicated:
- trying to understand the entire story right away
- meeting both individuals together too quickly
- instinctively defending the manager (or the employee)
- promising a quick solution
- minimizing the situation to calm things down
These reactions are human. But in a formal complaint, the priority is not to be right quickly. It is to protect the credibility of the process.
When you know both individuals well
This is often the reality in small and mid-sized organizations. Leaders know both people. They have worked with them. They may trust them.
And that is precisely why neutrality becomes more difficult to maintain.
Being neutral does not mean being distant. It means:
- avoiding early conclusions
- listening without interpreting
- documenting facts carefully
- protecting confidentiality
- ensuring there is a clear process going forward
In many situations, the best decision is not to handle the situation alone. It is to protect the organization by protecting the process.
Handling it internally… or involving a third party?
Some situations can be addressed internally. But when a complaint involves a manager, several important considerations arise quickly:
- the perception of impartiality
- the existing reporting relationship
- the sensitivity of the team climate
- organizational and legal risks
- confidence in the process
Bringing in a third party does not mean losing control of the situation. It helps:
- secure the process
- preserve credibility
- support the people involved
- protect the organization in the medium and long term
Often, it is simply sound leadership practice.
Where to begin in practical terms
In the first hours, a few simple actions can make a significant difference:
- acknowledge receipt of the complaint
- avoid drawing early conclusions
- stabilize the immediate work environment if needed
- clarify the next steps in the process
- seek neutral support when the situation calls for it
These are simple steps. But they send an important message: the situation is being taken seriously, and it will be handled properly.
An important reality to keep in mind
A formal complaint is not only a relational event. It is an organizational moment.
Handled well, it can help restore a healthy workplace climate and strengthen trust in management practices. Handled poorly, it can weaken the team for a long time.
The difference is often determined by the first steps taken.
Your turn
Are you facing a delicate or uncertain workplace situation? We would be happy to respond to your question:
- confidentially
- or in a future edition of Jungle RH 🌿