We’ve all been there. Someone makes an insensitive remark or uses a term that you know is at best insensitive or worse, is likely to be experienced as an “ism” – sexism, racism, homophobia. Yet we say nothing.

It’s coming up on that time again; mandatory harassment prevention training has rolled around. Very few greet the invitation in their inbox with joy. More common reactions range from annoyance to outright dread.

A recent New York post headline blared, “NYC business owners ‘shocked’ by baffling new sex harassment laws.” By now, most employers aren’t actually shocked to know that there are new requirements for all New York State employers

The Harvard Business Review says that the nature of executive coaching is evolving. “Ten years ago, most companies engaged a coach to help fix toxic behavior at the top. Today, most coaching is about developing the capability of (senior executives).”

It’s an employer’s nightmare. A valued employee is accused of unacceptable behavior such as bullying or sexual harassment. Your company conducts an investigation, as responsibility and the law require. But here the nightmare branches.

Workplace sexual harassment has been banned for decades by Title VII of the Civil Rights Act. But #MeToo brought the problem to the fore, forcing a major cultural shift in attitudes.

When an employee raises a concern about discrimination or a hostile work environment, every HR professional knows that a prompt and thorough investigation needs to occur.

After an investigation, we want everyone to just go back to work. But is this realistic?

There is a lot written about “effective leadership” and it’s become a hot buzzword in management circles. There are articles galore in business publication.

You’ve completed your investigation and you’ve determined that the conduct did not rise to the level that would suggest termination of employment was necessary or appropriate.