The Leadership Problem Solver: Workplace Threats
- linnearader
- May 12
- 5 min read
Introduction
This blog series offers practical strategies for leaders facing common workplace challenges. Drawing from my 19+ years of experience, I'll share actionable solutions that have consistently delivered results for my teams.
While these approaches have proven effective in my experience, I recognize that leadership styles vary widely. These posts represent my perspective rather than universal truths—take what resonates and adapt it to your unique situation. And of course, for issues requiring legal expertise, consult with qualified professionals.
Today's Leadership Challenge
Today’s challenge is one that I hope only a few of us can relate to. An organization where hard work is not only discouraged but those that work hard are threatened.
Here’s the situation that was brought to me:
Picture this, you begin working for an organization, you’re excited to attend your first day at your new employer. While there are a few nerves, you’re overall looking forward to the new challenge, meeting new people and entering an unfamiliar environment.
Initial Warning Signs
Fast forward a week. Your orders tell you where to go and what to do. You meet your crew on site, ready to go and it’s break time. Ok, it’s like an hour in, but that must be the process to make sure once you get working, you can keep going without stopping, right?
Wrong… Breaktime lasts an hour.
You’re anxious to make a good impression on your team, so you’re the first to get working on the project. Shortly after, you realize you’re the only one working. After an hour, a senior member of the team pulls you aside and explains that’s not how things are done here.
Over the next year you realize that the “pace” of work is not what you’re used to. Examples:
One day the crew will cut down a tree, returning the next day (or two) to clean it up.
Cleaning up debris…that takes a week to do an area one person could do in an hour.
Mowing…three people for one job.
The list goes on.
It would be one thing if the lack of work ended there. Unfortunately, it wasn’t the end of it. Those that wanted to work got chastised. Terms like brown noser, suck ass, teacher’s pet, were used and these are the nicest versions that were shared.
Bad enough? No…
Those that were attempting to work started getting text messages from an unknown phone number. Not just any messages, but threatening messages. Threating them, their spouses, children, family members. Nobody was safe.
At this point, the police became involved.
In the meantime, employees were checking their brakes before they left work each day. Nobody felt comfortable. Nerves were on edge.
My Suggestions
Hearing this situation blew my mind. Walking into a new employment situation like this or working in this type of environment would be horrible. How you address this situation depends on your role within the organization.
If you walk in as a co-worker, as the example in the scenario suggests, your options are limited. When your safety and the safety of your family is in question, while the culprit(s) are unknown, your options are to find a trusted member of management and/or contact law enforcement.
Immediate Response Plan
This is a toxic workplace with extremely concerning behaviors and potentially serious safety concerns. As a manager in this situation here’s how I would manage it:
Safety Comes First. Threatening messages of any sort with the idea of sabotage is criminal behavior. This behavior goes beyond anything that should be managed solely in house. The police need to be contacted immediately, and your actions need to follow their direction. Work with law enforcement to determine any potential security measures that can be put in place in the workplace.
Document, Document, Document. The dates, times, witnesses, screenshots, ANY details about any incidents of harassment, threats, work slowdowns, and/or retaliation against other workers must be documented. No detail is too small in a case as serious as this.
Go Up the Ladder. The highest level of management needs to be brought into this conversation. This isn’t the “normal” workplace productivity, efficiency, or worker disagreement situation. This is a dangerous, toxic workplace situation that will likely involve decision(s) from a top decisionmaker to address completely.
Reporting System. Institute a way employees can report any additional examples of such behavior easily, quickly, and in a way that isn’t obvious to others. While an anonymous reporting system may provide a level of comfort for affected employees, the seriousness of this situation may likely result in the need for follow up questions, further conversation, etc. But, as I said, instituting a reporting system that isn’t obvious to others is important to keep reporters safe.
As the situation is discovered, investigated and (hopefully) resolved, employees will be on edge. Victims and the accused will feel threatened, be angry and potentially fearful. These are not feelings that provide for a safe and efficient work environment.
Long-Term Solutions
Once the situation is resolved, assuming the problems are removed from the organization, the next steps will be necessary to move forward.
Culture Assessment. The threatening behavior was not new. The behaviors were accepted for an unknown period of time before brought to management’s attention, indicating that the behaviors are likely entrenched in the culture of the organization. Is this an isolated situation or are there other similar or otherwise unhealthy behaviors that go on within the organization?
Determine new Cultural Norms. The team needs to break down the behaviors and move beyond them. This will involve identifying new expectations for all members and levels of the organization. Further, outlining the negative behaviors that are no longer accepted will also assist in moving the organization forward. Depending on the structure and comfort of leadership, it may be helpful to bring in a trainer or facilitator to help set these new organizational rules. Not to say it’s something you cannot do internally, but a person coming from outside of the organization will ensure that the situation is completely addressed.
Build Accountability. The organization cannot experience a situation like this again. Once the new cultural norms are established, those new expectations must be enforced completely. Consequences need to be clearly defined and enforced as well.
Rebuilding After the Storm
Moving beyond a situation like this requires commitment, transparency, and consistent leadership. While the process won't be quick or easy, the transformation will be worth it. A workplace free from intimidation allows everyone to contribute their best work in an environment of psychological safety.
Remember these key takeaways:
Act swiftly when threats emerge
Employee safety must be your top priority
Document everything and involve proper authorities immediately
Cultural transformation requires both accountability and compassion
Prevention is always better than intervention
Has your organization faced a toxic workplace situation? I'd love to hear how you navigated those challenges. Share your experience in the comments, or if you're currently dealing with workplace threats, reach out for a confidential consultation. Your leadership journey matters - don't face these challenges alone.
Your Turn: Share Your Experience
Now that you’ve seen how I would approach this issue, what would you do? Share your ideas and insight. Continue the conversation and keep on sharing! Tell me what worked (or didn't) when you tried these strategies. Your insights could help fellow leaders who are struggling with similar issues.
Submit Your Leadership Challenge
What leadership challenge are YOU facing right now? Share a leadership dilemma you'd like me to address in an upcoming post. I select reader questions for future topics!
Email me directly at linnea@leadwithlinnea.com or
to submit your question. The best submissions will be featured (with permission) in future posts.
And, as always, carry social kindness with you everywhere you go. The world needs you and your positive mindset!
Connect With Me
If you want to consult on training or coaching for your team, please reach out.
269-621-5282
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