Advice to whistleblowers
If you think you might need to raise concerns at work the following information might help you.
1. BE AWARE OF WHAT MIGHT LIE AHEAD
Kathy thought what happened to her after she raised some concerns at work was unusual. It wasn’t. She had begun the standard how-to-deal-with-a-whistleblower DISCREDIT – BANISH – SILENCE process but didn't know this. She didn't know this process appears to be standard practice to deal with a whistleblower and cover up bad practice. (It really is like there’s a book out there on how to deal with whistleblowers.) If she had known what lay ahead she could have prepared.
So – be aware of what might happen to you. Be aware that lies and misinformation could be spread to ruin your reputation and credibility. Be aware that bosses might try to find something to use against you, anything that can be trumped up into a disciplinary charge. And be aware that they might take action to deliberately stress you, to break you psychologically so you give up and resign and sign a compromise agreement with its crucial gagging clause. Be aware that HR usually work to further the interest of managers, not the workforce, and may have experience of helping to deal with a whistleblower.
Watch the "What happens to whistleblowers in Britain" video.
2. ESTABLISH YOUR GOOD WORK RECORD
Trumped up charges against whistleblowers tend to start after concerns are raised. Suddenly someone with an unblemished work record is accused of all sorts of misdemeanours.
So, if you can, delay and get your credibility and good work record recorded in writing. For example, in supervision, or an annual appraisal, ask: “Do you have any concerns about my work or about behaviour in the office?” Get the favourable response recorded clearly in writing.
3. GET A GREEN LIGHT TO RAISE CONCERNS
Ask in writing about your organisation's policy on raising concerns and whistleblowing. Most organisations have a policy that states whistleblowing will be welcomed and there will be no repercussions against those raising concerns. (So this allows managers to say, “Look we can’t be victimising this whistleblower. See, we have a policy”.) Use the policy to your advantage before you blow the whistle if you can. Write back to the manager that pointed out the policy with a statement like: “Thanks you for sending me our organisation’s policy on raising concerns. I note from this policy that there will be no repercussions against an employee who raises concerns in this organisation. I assume that this includes bringing any disciplinary charges related to an issue that was not mentioned before the whistleblower raised concerns. Please can you confirm this? Thanks.”
SUMMARY
Whistleblowers tend to be caught out by the DISCREDIT – BANISH – SILENCE - process. They don't know about the process and can’t believe what is happening to them. Many don’t even know they are whistleblowers. (Kathy didn’t.) They just think they are raising legitimate concerns to help the organisation and those the organisation serves. Many even think they will be praised and thanked for what they have done. So be prepared. Plan ahead if you can. Be aware of what they might try to do to you.
1. BE AWARE OF WHAT MIGHT LIE AHEAD
Kathy thought what happened to her after she raised some concerns at work was unusual. It wasn’t. She had begun the standard how-to-deal-with-a-whistleblower DISCREDIT – BANISH – SILENCE process but didn't know this. She didn't know this process appears to be standard practice to deal with a whistleblower and cover up bad practice. (It really is like there’s a book out there on how to deal with whistleblowers.) If she had known what lay ahead she could have prepared.
So – be aware of what might happen to you. Be aware that lies and misinformation could be spread to ruin your reputation and credibility. Be aware that bosses might try to find something to use against you, anything that can be trumped up into a disciplinary charge. And be aware that they might take action to deliberately stress you, to break you psychologically so you give up and resign and sign a compromise agreement with its crucial gagging clause. Be aware that HR usually work to further the interest of managers, not the workforce, and may have experience of helping to deal with a whistleblower.
Watch the "What happens to whistleblowers in Britain" video.
2. ESTABLISH YOUR GOOD WORK RECORD
Trumped up charges against whistleblowers tend to start after concerns are raised. Suddenly someone with an unblemished work record is accused of all sorts of misdemeanours.
So, if you can, delay and get your credibility and good work record recorded in writing. For example, in supervision, or an annual appraisal, ask: “Do you have any concerns about my work or about behaviour in the office?” Get the favourable response recorded clearly in writing.
3. GET A GREEN LIGHT TO RAISE CONCERNS
Ask in writing about your organisation's policy on raising concerns and whistleblowing. Most organisations have a policy that states whistleblowing will be welcomed and there will be no repercussions against those raising concerns. (So this allows managers to say, “Look we can’t be victimising this whistleblower. See, we have a policy”.) Use the policy to your advantage before you blow the whistle if you can. Write back to the manager that pointed out the policy with a statement like: “Thanks you for sending me our organisation’s policy on raising concerns. I note from this policy that there will be no repercussions against an employee who raises concerns in this organisation. I assume that this includes bringing any disciplinary charges related to an issue that was not mentioned before the whistleblower raised concerns. Please can you confirm this? Thanks.”
SUMMARY
Whistleblowers tend to be caught out by the DISCREDIT – BANISH – SILENCE - process. They don't know about the process and can’t believe what is happening to them. Many don’t even know they are whistleblowers. (Kathy didn’t.) They just think they are raising legitimate concerns to help the organisation and those the organisation serves. Many even think they will be praised and thanked for what they have done. So be prepared. Plan ahead if you can. Be aware of what they might try to do to you.
