You’ve been trained on the procedures, the timelines, the forms. But the handbook doesn’t cover the political calculus. It’s the scenario that keeps Internal Committee members awake: receiving a complaint from a junior employee against a top revenue-generator or a beloved founder. The pressure isn’t just legal; it’s cultural. “Are we really going to risk all this over one person’s discomfort?” The unspoken question hangs in the room.

This is where compliance meets courage. The training I provide moves past hypotheticals into these gray zones. We don’t just review Section 4(i); we role-play the conversation with the CEO to explain why the process is non-negotiable. The key is institutionalizing the principle that the IC’s authority is sacrosanct, shielded from performance reviews and revenue sheets. It requires pre-emptive work: having the CHRO and the Board sign off on a charter that grants the IC this inviolable remit. Because if your process bends for power, your entire POSH framework is a performance.