﻿WEBVTT

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I'm basically the kind of guy who minds my own
business. But what was going on wasn't safe.

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Somebody was going to get sick, and I knew
Gil wasn't going to do anything about it,

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so I called the regulators. That's what started it all.

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Karl. Got a minute?
Sure.

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I need you to get suited up and check on the
number 2 freezer. We've got a vapor leak in there

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and the safety auditors are coming
tomorrow and I don't want them seeing it.

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So cram something in there to stop it up
until I can get the contractor out here.

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Oh, man. Can't you have somebody else do it?
I've got to pick up my kid and pack the boat.

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What?

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I'm taking the kid fishing tomorrow. You
okayed the day off three weeks ago. Remember?

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Right. I forgot about it.

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What about Vince or Reggie?

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Sorry, but you got the short straw today, buddy.

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All due respect, but I always get the short straw.
You always make me do things they could do.

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What?

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Everybody knows you're playing favorites with
them. Those guys cut corners all the time.

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They leave frozen food sitting out too long; they
ship pallets without inspecting for spoilage.

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That's why I called the regulators. People
could get sick and you don't seem to care.

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You called the regulators?
Why didn't you come to me first?

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Because I didn't think you'd do anything about it.

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Karl and I don't always see eye to eye,

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but accusing me of having favorites
and letting people cut corners...

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well, that's the first I'd heard of that.

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And him going to the regulators first... well,
sorry, but he crossed the line with that one.

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Just get in there and let me know
when you've got it stopped up.

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And I'm going to need everyone here tomorrow.
So your fishing trip's going to have to wait.

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You can't be serious.
Sorry, but life's isn't fair. What can I say?

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When an employee makes a complaint against us, our
first reaction is often to get mad and defensive

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especially when they didn't come to us first.

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That's only natural. We're human.

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But, as managers, we have to control our emotions,

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treat the employee professionally and with respect.

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And we have to ensure that our actions
don't lead to claims of retaliation.

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For example, reacting by making rash decisions and
arbitrarily denying benefits to an employee like

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training, vacations, and so on -
can lead to claims of retaliation,

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particularly if denying those benefits can be
connected to the employee's protected activity.

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We also have to be consistent in enforcing policy.

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Denying a benefit or privilege without
an apparent, good business reason

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can make employees reluctant
to come to us with concerns.

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Instead, they're likely to go outside
the organization to complain.

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Bottom line, we're responsible for creating an
environment where people feel safe voicing concerns.

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And when they do, we have to react
professionally and take them seriously.

