As an HR professional, how many times have you heard someone talking in the hallway about the latest project we just won – awesome! But then it hits you… how many people do we need for that project? Where is it located? Oh no… not again… operations didn’t bring you into the conversation and now you are playing catch up!
It’s every HR leader’s nightmare: Operations is acting independently, making decisions that are out of alignment with what your department can handle and now you are left to pick up the pieces. When this happens, the ripple effects can damage employee trust, disrupt workflows, and even put your company at legal or financial risk.
Early Warning Signs
Let’s assume that you have a great relationship with Operations, and this feels completely out of the blue. I feel you, I have been there, AND I challenge you to take a step back and think about some early warning signs that you may have missed before you got to this point. Here are some (there are many other) signs that something may have been (or be) off:
Resistance to Feedback: Operations leaders or team members dismiss constructive criticism or resist changes to their approach.
Information Bottlenecks: Key updates or decisions are not shared transparently, leaving you in the dark.
Policy Inconsistencies: Policies are applied differently across teams or individuals, creating confusion and resentment.
Identifying these early signs allows you to address issues proactively before they escalate into significant organizational challenges. Let me know if you'd like further elaboration on any of these!
What Does “Going Rogue” Look Like?
A department is "going rogue" when it:
Makes significant decisions without the right leadership approval or input
Operates in a silo, disregarding the needs of other teams
Takes actions that should involve cross-departmental collaboration
For example, imagine Operations bypassing procurement protocols to fast-track a project - or HR unilaterally implementing a new recruiting process without consulting hiring managers.
The Risks of Rogue Departments
When departments act independently, the consequences can be far-reaching:
Employee Dissatisfaction: Sudden changes or unclear policies create confusion and erode trust
Operational Inefficiencies: Siloed actions disrupt workflows and lead to redundant or conflicting processes
Compliance Issues: Unchecked decisions may result in legal or regulatory violations
Leadership Breakdown: Rogue behavior signals a lack of alignment within leadership
How to Address and Correct the Situation
When you suspect that a department is “going rogue,” it’s essential (though sometimes hard) to approach the situation thoughtfully and strategically. Here are some steps to consider:
Open the Dialogue:
Start by reaching out to the team or individual involved. Instead of making accusations, lead with curiosity and a desire to find common ground.
For example, you might say, “Help me understand what factors led you to implement these changes without involving HR.”
By opening with this phrase, you demonstrate a willingness to listen, learn, and collaborate rather than immediately placing blame.
Acknowledge Their Perspective:
Even if you strongly disagree with their approach, it’s important to acknowledge the challenges or pressures that may have led them to act independently.
For example: “I hear that you were under tight deadlines and felt the need to expedite the process. Help me understand what resources or information could have supported a more collaborative decision.”
Acknowledging their reality helps build rapport and reduces defensiveness.
Reset Expectations and Communication Norms:
Once you know what led to the situation, it’s time to revisit the decision-making and communication process. Clearly outline which types of decisions you should be brought into and when. Keep it simple, write it down (e.g. email follow), and make sure everyone understands. A little clarity can go a long way in preventing future surprises.
Offer Support and Resources:
Often, rogue behavior stems from a lack of clarity, resources, or support. Identify what the department needs—maybe it’s additional training on HR processes or a more straightforward way to request support
Let them know you are committed to helping: “I understand you’ve faced challenges in working within our current framework. Help me understand what tools or systems would make collaboration easier for you and your team.”
Follow Up and Reinforce Positive Behavior:
After your initial conversation and adjustments, check in regularly. Share progress updates, highlight successes, and acknowledge when they’ve engaged you at the right time. Positive reinforcement will encourage them to maintain proper channels and keep aligned with organizational goals.
Turn Potential Conflict into Growth Opportunities
Rogue behavior can be frustrating, but it can also highlight gaps in communication, policy, or training. By approaching the situation with a mindset of learning and improvement, you not only resolve the immediate issue but also strengthen relationships, improve workflows, and foster a culture of transparency and trust.
In the end, taking the time to say, “Help me understand…” before jumping to conclusions can transform a tense, reactionary moment into a productive, collaborative conversation—laying the groundwork for a more unified and resilient organization.
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