How Do You Maintain the Chain of Command? Three Suggestions

Situation: A CEO finds that some employees are going directly to her to address issues or suggestions rather than working with their managers to develop solutions. She is concerned on two fronts. First, these matters should be handled between the employee and their manager. Second, this distracts her from higher priorities facing the company. How should the CEO convey this to both the manager and the employee. How do maintain the chain of command?

Advice from the CEOs:

  • Concerning the situation where a manager’s direct report is going to the CEO, what is the follow-up with both the manager and the employee?
  • The message to the manager:
    • You are in your role for a reason.
    • You are accountable, and your responsibility is for your team to deliver against company strategy and plans.
    • If this situation is repeated I will send these questions back to you, and will count on you to keep me in the loop as appropriate to assure that the solutions are consistent with company policy and objectives.
  • The message team member
    • It’s okay to share your thoughts with me.
    • But in the case of new ideas or suggestions, you need to bring these to your manager so that your manager understands what is going on and can coordinate your suggestions with the activities and priorities of the team.
  • How do you set boundaries so as not to step on the toes of managers?
    • Set deliverables for the managers, but leave them the authority and latitude to manage those who report to them.
    • If an employee comes to the CEO rather than their manager, refer them back to their manager.
    • After the fact, follow-up with the manager to assure that the issue or suggestion has been addressed.
    • HR issues are handled through the HR process, not by the CEO.

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2 thoughts on “How Do You Maintain the Chain of Command? Three Suggestions”

  1. Paul Mailhot

    It would be unwise to discourage employees from ever speaking directly to the CEO. She might miss important information.
    Unfettered access to the CEO would be equally unwise. She might commit to something already decided by the responsible person.
    Try the following diplomatic procedure to fix the situation:
    When employees go directly to the CEO she could listen silently to the end. When the employee ends his/her presentation, the CEO could redirect him/her to the concerned manager without comment.
    The CEO without revealing the topic could alert the manager concerned by text or email to expect the employee to speak to him/her. Text or email avoids premature discussion.
    The CEO should not ask the manager to report back. The manager should be capable of judging whether he/she should do so. If need be, managers could inform the CEO within their reports at the next management meeting.

  2. Sandy McMahon

    Thanks, Paul.
    The CEOs never suggested that there should be any barrier to an employee speaking directly to the CEO. That said, they would heartily agree wiht your suggestion that they CEO listen to the employee and then redirect the employee to the concerned manager. They would also agree with your additional comments.
    Thanks for sharing these.

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