Many Leaders are Missing a Critical Harassment-Prevention Skill
Breakdowns in sexual harassment prevention can stem from poor policy or a lack of concern on the part of leadership. But they often happen because those in leadership roles simply haven't been trained on preventative skills and behaviors.
Most managers understand organizational policy. They know what legally constitutes sexual harassment, how complaints should be handled, and when HR must be involved. But when the only direction provided is to "step in once something crosses the line, or when there is a complaint" managers are unintentionally trained to wait.
- They wait for complaints.
- They wait for escalation.
- They wait until action feels unavoidable.
By that point, the damage is already done.
This is why reinforcing professional boundaries is such a critical manager behavior. It shifts prevention from reaction to proactive leadership.
Policy Matters...But Social Norms Dictate What's Acceptable
Organizations invest significant effort in writing policies that clearly define sexual harassment and outline consequences. These policies are essential. They create guardrails, establish accountability, and protect employees.
But policies have limits.
What actually happens at work is shaped far less by what is written and far more by what is practiced. When social conditions are allowed to drift, the "practiced policy" employees experience day to day can become very different from the "written policy" in a handbook.
The reason practiced policy trumps written policy is because, as humans, we are exceptionally good at social learning. People notice what gets rewarded, what gets ignored, and what gets shut down. Over time, these signals define what feels acceptable—regardless of formal rules. Managers play a key role in this social system.
The Difference Between Referees and Coaches
When managers see themselves primarily as referees, their role is reactive. Referees step in after a rule is broken. They issue penalties. They restore order once harm has already occurred.
But prevention requires something else.
Coaches don't wait for penalties to correct behavior. They set expectations in advance. They address issues during practice. They reinforce standards consistently, so players know what is expected—even when the coach isn’t watching.
Managers who reinforce professional boundaries act more like coaches than referees.
- They don't wait for harassment to occur.
- They don't wait for complaints to land on their desk.
- They shape behavior early. They set expectations. They address gray areas. They course correct early.
When managers are trained to act as coaches, intervention is easier, more natural, and far less costly.
Managers who reinforce professional boundaries act more like coaches than referees.
Waiting is Expensive—Even When "Formal" Reports Aren't Filed
Managers know that complaints carry costs. Investigations require time, attention, and emotional labor. Even unsubstantiated claims disrupt work. People become distracted. Trust erodes. Engagement drops. Some employees quietly begin looking for new roles.
What's often overlooked is that these same organizational costs—distraction, lost trust, reduced engagement—still occur even when behavior fails to meet the legal threshold for harassment or it simply goes unreported. According to a study cited by the National Sexual Violence Resource Center, over 85% of people who experience workplace sexual harassment never file a formal legal charge. So waiting to take action until complaints are received can result in significant costs for the organization.
Set the Expectation, Remove the Barrier
The first step in equipping managers with preventative skills and behaviors is to select sexual harassment prevention training that clearly explains the manager's role in reinforcing professional boundaries and provides instruction on how to do so. (The training should also teach employees why and how to maintain professional boundaries.)
As discussed above, however, even when people know what they're supposed to do, social norms can override those instructions. It's important to identify any cultural barriers that would make managers hesitate to reinforce professional boundaries. These can include:
- Perceived lack of social support from upper management
- Fear that taking action would negatively impact team dynamics
- Observation that behavioral standards are applied inconsistently within the organization
A behavioral training approach, such as that taken with Atana's Once & For All, captures these types of beliefs and attitudes in the flow of learning. This data yields strategic insights into where additional support or training is needed. Learn how Atana Organizational Insights provides a system of action that includes a robust dashboard, AI assistance with data interpretation, playbooks and recommended next steps.
It's important to identify any cultural barriers that would make managers hesitate to reinforce professional boundaries.
Set the Expectation, Remove the Barrier
The first step in equipping managers with preventative skills and behaviors is to select sexual harassment prevention training that clearly explains the manager's role in reinforcing professional boundaries and provides instruction on how to do so.
As discussed above, however, even when people know what they're supposed to do, social norms can override those instructions. It's important to identify any cultural barriers that would make managers hesitate to reinforce professional boundaries. These can include:
- Perceived lack of social support from upper management
- Fear that taking action would negatively impact team dynamics
- Observation that behavioral standards are applied inconsistently within the organization
It's important to identify any cultural barriers that would make managers hesitate to reinforce professional boundaries.
A behavioral training approach, such as that taken with Atana's Once & For All, captures these types of beliefs and attitudes in the flow of learning. This data yields strategic insights into where additional support or training is needed. Learn how Atana Organizational Insights provides a system of action that includes a robust dashboard, AI assistance with data interpretation, playbooks and recommended next steps.
About the Author
Amanda Hagman, Ph.D., Chief Scientist: Behavioral Data Science
Dr. Hagman is an expert in behavior change and intervention science, adept at turning data into practical solutions that drive meaningful change in workplace behaviors. With a background in program evaluation and learning analytics, she uses predictive insights to foster positive behavioral outcomes on a large scale. As head of research at Atana, Dr. Hagman integrates behavioral change principles into training courses tackling common workplace issues. Her work targeting critical behavioral goals is designed to deliver concrete and lasting improvements for organizations.
