Dear Ellie,

A senior leader has raised concerns about the Head of HR—my direct manager, who has been with the company for one year. The issues involve potential unethical conduct, excessive personal use of the company credit card, and inappropriate interactions with staff.

Together, the senior leader and I (HR Generalist, tenure of five years) have begun documenting these concerns. Our goal is to formally present this information to the CEO, initiate a performance improvement plan for the Head of HR, and address the behavior appropriately.

However, I’m concerned about the CEO’s willingness or ability to manage this situation effectively, as well as the potential risk of personal retaliation from my manager. Could you advise on the best way to navigate this situation while protecting myself professionally?

Signed,

HR Hero in the Trenches

While reading this, I felt my body tense and said out loud, “Oooooh, that’s not good.” I see you, I hear you, and know you’re in a tough spot. Standing up to your own manager, especially the Head of HR, is not just difficult—it’s professionally risky. Your concerns about the CEO’s ability to manage this and your fear of personal retaliation are not only valid, they’re real. It’s incredibly smart and self-aware of you to be thinking about them.

And yet, we work with humans, and humans make mistakes. They also deserve the opportunity to course-correct. That’s why you, oh honorable HR Hero, are thinking through this so carefully. Let’s celebrate the things you’ve already done right:

1. You’ve found a powerful ally. Partnering with a senior leader completely changes the dynamic and strengthens your position.

2. You are documenting everything. This is your single most important tool for protection and for building a case that cannot be ignored.

You have a solid foundation. Now, let’s talk about your plan for moving forward. Your goal is to get this employee on a PIP and stop the behavior. To do that, you need to make it impossible for the CEO to look the other way while protecting yourself.

Your CEO may or may not be skilled at handling interpersonal conflict or navigating right and wrong, but every CEO is wired to respond to business risk. You and the senior leader must present your documented concerns through that lens. This isn’t about disliking your manager; it’s about their measurable, negative impact on the business.

Group your documentation into these categories:

• Financial Risk: The “excessive personal use of a company credit card” is not just unethical, it’s a compliance and financial control issue.
• Legal & Retention Risk: The “how this employee engages with staff” piece is a major liability. It affects morale, creates a toxic environment, and threatens retention. Gather (anonymized, if necessary) examples of impact on team members and document them.
• Cultural Risk: The Head of HR is the steward of company culture. When that person behaves unethically, it signals that company values are just words on a wall. This erodes trust at every level.

You and the senior leader should request the meeting with the CEO together. This is not a hallway conversation; it’s a formal, scheduled discussion. Don’t just present the problem, bring the solution.

Go into that meeting with a draft Performance Improvement Plan (PIP) already written. The PIP should be fact-based, behavioral, and clear.

• Unethical Behavior: “All company credit card usage must adhere strictly to the T&E policy, with any personal expenses reimbursed within 24 hours.”
• Engagement with Staff: “Will demonstrate professional and respectful communication in all team interactions, to be measured via a 360-degree feedback review in 60 days.”

This approach shows the CEO that you’re not just complaining, you’re acting as a strategic business partner who has already mapped a path toward resolution.

If it’s not appropriate for the senior leader to know all the details of the PIP, that’s fine, but their presence for most of the meeting is vital, even if they step out during that portion.

Your fear of retaliation is real. While legal protections exist, the reality can be messy.

• Continue documenting everything. Every conversation with your manager, the senior leader, and the CEO, as well as every new incident. Keep a personal, password-protected log with dates, times, and factual details. If discussions are verbal, send a follow-up email summarizing what was said and ask them to confirm accuracy.
• Keep your communication pristine. All written correspondence, including emails, notes, and documentation, must remain professional, factual, and free of emotional language. You are a concerned business partner reporting a business risk, period. This is your integrity shield.

I’ve been in your shoes. I’ve had to blow the whistle. And here’s the truth: even when you do everything right, it can still go sideways. This is a litmus test, not just of your manager, but of your CEO and your company’s true character.

You’re about to find out what this company is really made of.

If your CEO takes this seriously, investigates, and acts, you’ll have performed an incredible service to the organization and proven that you work in a place with a moral compass.

But if the CEO downplays it, makes excuses, or worse, alerts your manager without taking action, you’ll have received a clear and painful message.

You are doing the right thing. It is brave, and it is necessary. Move forward with your plan, hold your head high, and be prepared for whatever truth this process reveals about where you’re planted.

Stay Resilient,

Ellie

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