Power in relation to the confidential counselor

Is it about exercising power, or about offering strength?

When the role of the confidential counselor is not properly understood or appreciated within an organization, this often leads to situations in which power is abused or used incorrectly. This lack of clarity can result in dynamics in which confidential counselors profile themselves instead of fulfilling their role properly. Power in relation to the confidential counselor can be recognized by coercion, control and one-way communication. This undermines the effectiveness of the confidential counselor. It is good to realize that the role of confidential counselors should mainly be aimed at preventing undesirable behavior within the organization. Instead of being guided by power, the confidential counselor must position himself as an ambassador of the prevention policy. This means that the confidential counselor must actively commit to creating a working environment where employees feel free to express their concerns.

Bridge builders

Confidential counselors play an essential role in timely identifying possible problems and bridging the gap between employees and management. They must ensure that issues are addressed and resolved as much as possible before they escalate. It is therefore important that organizations do not underestimate the role of the confidential counselor and are actively involved in defining and positioning this important role. Reticence from administrators or HR professionals leads to missed opportunities to create a safe and supported culture.

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As an organization you must position the confidential counselor correctly. However, the responsibility for the success of these efforts should not lie solely with the organization and directors. Confidential counselors must take their role seriously and be and feel actively involved in prevention policy and interventions. Their willingness to commit and involve employees and managers is just as crucial as the commitment of the organization itself.

It’s not about rivalry

There is a lot to gain, especially considering the battle that both internal and external confidential counselors sometimes have with each other. It is important that all parties recognize that they have a common goal. By working together and using each other’s expertise, internal and external confidential counselors can complement each other. It should not be about rivalry, but about cooperation for the benefit of employees and the organization as a whole. This rivalry sometimes also extends to managers and HR professionals, with confidential counselors wanting to keep control and adopt an attitude of “we know what’s going on”.

This battle may run deeper than just professional competition. It also has to do with egos, power dynamics and resistance to change. In addition, HR professionals and managers may be reluctant to share responsibility for prevention policies with confidential counselors, because they want to maintain control over these aspects of the company. Recognize these dynamics and ensure that you actively collaborate on a culture of openness and shared responsibility.

Power in relation to the confidant

The confidential counselor is often seen as a figure who registers employee complaints and concerns and shares them with (higher) management in the form of an annual report. This traditional model emphasizes the power of the counselor as a conduit for anonymous problems. But is this the most effective approach?

Stop the silence

 

Advice for preventing and tackling transgressive behavior in organizations. Order on Boom.nl

Another approach is that of force. Place the confidential counselor in a proactive role. The focus here is not only on capturing and reporting problems. Here the focus is on actively working on prevention. Where the ‘powerful’ confidant creates a feeling of distance and authority, the powerful confidant can provide a feeling of closeness and support. Consciously choose the power of the confidential counselor by investing in a better and broader understanding of this role or function. Ensure that the organization’s confidential counselors can develop into valuable allies for employees and leadership.

In the context of power and strength within organizations, it is important to understand that the role of the counselor should be a source of strength and support rather than a means of exercising power.