On being investigated
"The time is always right to do what is right." Martin Luther King
Investigations. Everyone despises them. Investigations send a message of, “you’ve done wrong, and we will get you.” What moral and ethical leader of character wants that? Unfortunately, investigations are a part of our lives in organizations and in leadership. Indeed, investigations are useful when the truth must be determined, and the innocent protected. They should be done to determine wrongdoing and root causes of problems in the quest for a greater good – not out of spite or because you dislike a person.
The U.S. Army’s investigative agency is the Inspector General or IG. IG had a bad rap in the Army. Soldiers might threaten to file an IG complaint, or the IG could show up to inspect systems and people finding fault. The IG’s charter is to better the Army. It is supposed to assist leaders and units helping them learn and grow. In the private sector, there exists a body of laws – labor laws, designed to protect the employee. These laws and agencies which enforce them and IRS are common organizations which might approach you and or your organization to investigate.
No matter the investigating body, to moral and ethical leaders of character, investigations are a real blow to our ego and to the work we do to create a healthy, supportive and challenging, yet moral and ethical work environment. They are a blow to our ego when we pour ourselves and our leadership into people and organizations, only to have it backfire. Here are my thoughts when the investigation comes.
Start by looking yourself in the mirror. If you haven’t acted with malice and forethought and committed a violation of some sort, then don’t let the investigation get under your skin. If you have done wrong by mistake or because you might have moved too fast on a decision, confess your sins and learn from them.
Take stock in and find peace with your moral and ethical code and compass. I know I’m a good person. I mean no harm and I never strive to do wrong. I’m not perfect. I make mistakes like anyone else, but they are innocent mistakes. I might move fast sometimes but I’m not reckless. Knowing this I go forward with confidence.
Get ahead of the rumors and innuendos. Communicate your decisions with your team and with those you lead. Let them understand your intent before they assume something and wrongly believe or accuse. This is not manipulative in nature. It is simply good communication and good leadership to help others understand where you come from. Your decisions will not always be popular ones – that’s not the goal. People and teams should understand them though.
While in Afghanistan I had one of those soldiers who would complain about a free lunch. He played the victim card and was very critical of the chain of command. He did have some minor behavioral health issues but was receiving help. He ran his mouth about filing an IG complaint (about what I forget) and potentially hurting himself while on his authorized 14-day leave from the battlefield. Hearing this, I felt it my responsibility as a leader to have him assessed before I released him to the general public. I pulled him back on his way out of Afghanistan to conduct this assessment with the professionals I had in my organization.
He filed an IG complaint that he was being mistreated – denied leave as punishment because we did not like him. Shortly after my decision to pull him back to our unit, I sent an email to my leaders explaining my intent – to ensure his health and welfare, allowing his leaders and professionals to determine if he was a risk to himself and the general public. Indeed, there was an IG investigation. I understood why. On the surface it could look like we were screwing with him. Admittedly he wasn’t one of my favorite people, but I cast aside my personal feelings and acted appropriately. I needed to be sure he was ok. It was my leader duty.
Several leaders in the chain of command were upset and offended by the investigation. Some took it personal. I offered what I did above. “Did you do anything wrong?” I knew they had not. “Then don’t let this dominate you.” "Answer the questions of the investigator then return to being the moral and ethical leader of character you are.”
Keep that moral and ethical compass close. Let it guide you and your decisions. Be humble, transparent, and forthcoming when you have done wrong. Get ahead of the negative and false narrative. When the investigations come be professional about them. Your people need a steady, confident leader as a role model for when it is their turn.
Make it Personal!
Rob
Rob Campbell