What Every Leader Should Know About Receiving Misconduct Reports

Whether you’re a people manager, HR professional, executive, or legal advisor, how you respond to the first sign of a workplace concern sets the tone for everything that follows. And yet, many leaders, despite good intentions, respond in ways that unintentionally escalate, delay, or shut down the process.

Knowing how to receive a misconduct report is one of the most overlooked but critical skills in any workplace. Handled well, it opens the door to trust, early resolution, and cultural accountability. Handled poorly, it can silence voices, deepen conflict, and lead to legal and reputational harm.

Receiving Is More Than Listening; It’s Culture-Setting

When someone shares a concern – formally or informally -they’re not just handing over facts. They’re handing over their trust.

That moment matters. How you respond tells employees whether your workplace is one where truth-telling is safe…or risky.

I call this the first step in the 3 Rs model: Receiving, and it aligns with a Culture of Truth-Telling. That means:

• Concerns are welcomed, not punished.
• Leaders listen with curiosity, not defensiveness.
• People feel psychologically safe speaking up early, before things spiral.

You Don’t Need a Formal Complaint to Act

One of the most dangerous misconceptions is that a company only has to act when there’s a written or formal complaint.

But many misconduct issues come to light in informal ways – during 1:1s, exit interviews, or watercooler conversations.

Waiting for something to be ‘official’ often means waiting until it’s too late.

If you hear something that raises red flags, even indirectly, your responsibility as a leader is to take it seriously and ensure it reaches the right channels.

Don’t Investigate on the Spot

It’s natural to want to ask questions right away, especially if you’re surprised by what you’re hearing. But be careful.

Your job as the receiver is not to investigate—it’s to receive.

That means creating space for the person to speak, capturing the essence of their concern, and ensuring it’s routed appropriately, without interrogating, judging, or promising outcomes.

Leaders who jump into fact-finding too quickly often:

• Misinterpret what’s being said.
• Appear biased or reactive.
• Undermine the formal investigation process.

Avoid Common Pitfalls

Here are a few things leaders often say with good intentions, but which can cause harm:

• “Are you sure? That doesn’t sound like them.” → Signals disbelief.
• “You know this could get them fired, right?” → Feels like intimidation.
• “Let me handle this myself.” → Risks mishandling and lack of neutrality.

Instead, focus on creating psychological safety. Say things like:

• “Thank you for telling me. I know this isn’t easy.”
• “I want to make sure this gets to the right place so it can be addressed.”
• “Let’s connect with [HR/ER/appropriate person]?”

Training Your Leaders on Receiving Can Shift Your Culture

Many investigation trainings start at the fact-finding stage. But that’s too late. If you want a healthier culture, you need to start where the process begins, when someone first raises a hand.

That’s why in my Mastering Workplace Investigations program, we teach leaders how to create a Culture of Truth-Telling by mastering the Receiving stage.

Because if people don’t feel safe speaking up, no investigation process—no matter how fair—can succeed.

→ [How to Choose the Right Workplace Investigation Training]

Conclusion: Listening Is Leadership

When someone brings forward a concern, it’s not just about misconduct, it’s about trust.

Leaders who know how to receive those concerns with care, neutrality, and clarity are building the kind of culture where people want to stay, contribute, and thrive.

Train for that, and the rest of your workplace systems get stronger.