📣 Mikki Forbes, COO @ Forbes Consulting, LLC:
That’s a tough spot to be in. If you’re their direct report, I’d start by documenting specific examples tied to job expectations, not just perceptions.
Focus on facts: missed prep, inappropriate card use, concerns raised by others. Bring it to the CEO framed around risk, culture, and business impact, not personal shortcomings.
You could say something like:
“I want to flag some performance and conduct concerns that are affecting team morale and our ability to operate effectively. I’ve documented a few patterns I think we should review together.”
Make it about the role, not the person. If the CEO is protective, avoid blame and center the conversation on what’s best for the organization.
📣 Bethann DuBois, HR Manager @ Nipro PharmaPackaging Americas:
This is obviously a sensitive situation, especially if they are well-liked by the CEO. The best thing to do is stick to the facts.
Also, if more than one of you were willing to go together to speak with the CEO, there is strength in numbers. Not preparing for meetings - have examples of how this was detrimental to the meeting, to the morale of the group, etc., if something specific did not get done or was overlooked as a result.
Abusing the credit card - do you know they are abusing it? Are they possibly reimbursing the company for the personal charges? Who reviews the credit card bills?
Anyone that has individual concerns about their interaction with this person should take it up with the HR Director's immediate manager if that is not the CEO. But always stick to just the facts - and make sure you have checked your facts first.
📣 Erin Bennett, SHRM-SCP Manager of Talent @ Woods Hole Oceanographic Institute:
1. Stick to facts, not feelings. Focus only on observable behaviors and evidence:
- “The HR Director has missed preparation for the last three department meetings.”
- “There have been multiple personal charges on the company card.”
- “Several employees have raised concerns about inappropriate or uncomfortable interactions.”
- Avoid framing it as “they’re not working..." that’s interpretive. Keep it factual and verifiable.
2. Document everything. Before speaking with the CEO, prepare a short, dated list of specific incidents (missed deliverables, misuse of funds, employee complaints). Documentation protects you and ensures your concerns are taken seriously.
3. Frame your intent... You’re not trying to complain; you’re raising a risk to the organization:
- example: “I wanted to flag some issues that could expose the company to compliance, financial, or culture risks. I’d appreciate your guidance on how to proceed.” This shows professionalism and concern for the company, not personal grievance.
4. Suggest next steps, but don’t overreach. Eg. “Would you like me to compile the documentation and forward it to you or legal for review?” This keeps the CEO in control but demonstrates initiative and responsibility.
5. Maintain confidentiality. Refrain from discussing this widely within the company; it could escalate rumors or backlash.
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