Speak Up! Doing Right by Raising Concerns (Foundation Manager)
Last Updated 02/2026
English
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Finish in
35 mins! Run Time
35 mins! Run Time
Made for for
Employees
and
Supervisors
Employees
and
Supervisors
Certificate
of Completion
of Completion
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What you'll learn
Indicate a manager’s role in creating a “speak up” culture and non-retaliatory/bullying environment for those employees who raise concerns
Describe how to listen to an employee’s concern and demonstrate appreciation for their raising it
Identify how to follow up on the concern and keep the employee informed according to the organization’s policy
Select examples how leadership can promote a “speak up” culture
Description
A strong ethical culture requires that all staff are comfortable with raising concerns and managers are skilled with effectively receiving and responding to these concerns. This course covers the importance of a “speak up” workplace culture where everyone is committed and encouraged to raise concerns about questionable conduct. It also addresses how learners can effectively speak up to increase the chances for a concern to be understood. This manager version further addresses a manager’s duty to “listen up”—involving careful listening to employees’ concerns and taking action, as warranted, to address the concerns and reinforce management’s commitment to a “speak up” culture. Finally, it addresses a manager’s important responsibilities to support a non-retaliatory workplace for employees who raise or help to resolve concerns.
Speak Up! Doing Right by Raising Concerns (Foundation Manager)
Speak Up! Doing Right by Raising Concerns (Foundation Manager)
A strong ethical culture requires that all staff are comfortable with raising concerns and managers are skilled with effectively receiving and responding to these concerns. This course covers the importance of a “speak up” workplace culture where everyone is committed and encouraged to raise concerns about questionable conduct. It also addresses how learners can effectively speak up to increase the chances for a concern to be understood. This manager version further addresses a manager’s duty to “listen up”—involving careful listening to employees’ concerns and taking action, as warranted, to address the concerns and reinforce management’s commitment to a “speak up” culture. Finally, it addresses a manager’s important responsibilities to support a non-retaliatory workplace for employees who raise or help to resolve concerns.
