Ask Pam Green

This bi-weekly LinkedIn Newsletter will address common and not-so-common questions leaders and executives, like you, have about the culture of the c-suite.

I've been serving in executive roles, reporting to Boards, CEOs, and Executive Directors since my early 20's. I've seen and experienced quite a bit, but mostly, I've learned a lot. These experiences are what led me to executive coaching.

If you're serving in the C-Suite or are headed in that direction, I'd like to hear from you. It's not often you can find a trusted advisor to answer your most pressing questions - for free. So here I am, let's talk!

This Week's Question:

Dear Pam:

I recently participated in an investigation about...me. Someone on my team complained that I had treated them unfairly, and of course, a formal investigation was launched. The complaint included some pretty significant charges that, if found to be true, could have cost me my job. The investigation took longer than I had anticipated, but I felt those involved did a decent, though not perfect, job facilitating the process. In the end, the complaints were unfounded, but I'm struggling to lead this toxic individual who has complained about me. I want to fire them, but retaliation and all... Please advise.

Vindicated but Vexed

This Week's Response:

Dear Vindicated but Vexed:

Been there. Thankfully the investigation was thorough and unfounded. I want to give you a standing ovation for continuing to lead with such a burdensome distraction. Some leaders would have given up, but you did not. Note to others: If you ever face an investigation, and you know it to be unfounded, don't quit - literally, and don't quit emotionally. Sometimes, people want to pressure you to quit so they can get their way. Don't you dare do it. Keep performing at a high level, with your head held high, and work through it. In the end, you'll be much better off. And it sends a message to those future complainers that you're not easily moved.?

Now, how to lead people who've complained? My question to you: What's worse, being complained about and coming out on top, or having to report to someone you complained about in hopes of some deleterious outcome that didn't manifest? You see, you have the better position. So lead them by continuing to set expectations and standards for them as you do for everyone else. Hold them accountable in the same manner as you do everyone else. Either they'll step up to the plate and perform, or they'll quit. Oh, and document their performance, just as you do everyone else.

Keep winning. Let's hear from others.

Have a question you'd like for me to answer? Send it to?[email protected]. Remember, your full name and contact details will never be published or distributed.