We present this blog from consultant Jodie-Beth Galos who is both a lawyer and an executive coach.  The situation she presents is an amalgam of several from her career, and it highlights how an assessment can be part of a solution for a very sensitive problem. It’s a nightmare: a valid sexual harassment complaint against a senior executive. It could be a CEO or CFO, or any head of marketing, operations, information services, etc.  The organization faces serious external legal challenges and internal credibility issues.  Showing good faith and improving the organization’s position by firing the executive isn’t in the cards—you can’t or don’t want to take that step. The executive is otherwise an asset to the organization, possessing expertise difficult to replace. � The problem won’t be solved by a written warning or by sending the executive to a sensitivity class. This particular executive is skilled at rationalizing and externalizing blame.  The charge is seen as a lie or retribution for something the executive did. So any harassment prevention training will be disregarded, accountability for behavior change won’t occur and the odds are set for a repeat performance.  Legal risks remain, coupled with the probability of harm to future employees. Assessment can be a part of a different approach to reduce the very real liabilities. The executive needs to express credible remorse without killing your case.  Your employees need reassurance that the organization doesn’t advocate a culture of expedience: the rules apply to everyone, even or especially to those … Continue reading →