Workplace Violence Prevention Series — Part II
In Part I, we explored what happens when employees stay silent.
When a Concern Becomes a Responsibility
We hear about concerning behavior at work every day.
A frustrated comment. A slammed door.
A sarcastic remark that sounds just close enough to serious to raise concern.
Most of the time, nothing happens.
But with 300–400 workplace homicides every year in the United States, and more than 2 million workers reporting workplace violence annually, the margin for error is gone. Research consistently shows that over 70% of individuals involved in serious workplace violence displayed observable warning behaviors beforehand: changes in demeanor, escalating frustration, fixation, paranoia, or perceived targeting.
The most dangerous phrase a leader can think is: “We’ve seen this before. It’s nothing.”
“Probably” is not a strategy. Hope is not a mitigation plan. Routine is the enemy of prevention.
REPORT. RESPOND. RESOLVE.
When someone reports a concern, the goal is not to prove them right.
The goal is to determine whether there is risk, and address it early.
That begins with how we respond.
Not Every Concern Requires a Full Investigation — Every Concern Requires Attention
It is critical that we look into concerns when they arise. That does not always mean launching a full-scale investigation.
Sometimes, the most effective response is simply going to the individual and asking about the comment or behavior. A brief, professional conversation may reveal:
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Personal stressors
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Misunderstood remarks
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Mental or emotional strain
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Workplace frustrations that can be addressed early
We often like to believe work is work and home is home. The reality is different. People bring one into the other.
Stress does not check in at the front desk. Life does not pause at the time clock.
So when an employee or manager notices behavior that feels off—uncharacteristic anger, withdrawal, agitation, or unusual comments—there is tremendous value in addressing it early and humanely.
I have found that simply approaching someone and saying:
“It looks like you’ve been frustrated lately or under a lot of stress. What’s going on? Is there anything we can help you with?”
change the entire trajectory of a situation.
Letting the Air Out of the Balloon
I often equate this to a moment many of us have experienced.
You lose someone close to you. You are holding it together—trying not to break down. Then someone gently puts a hand on your shoulder and asks, sincerely:
“Are you okay? How can I help?”
What happens in that moment?
The emotions come out. The pressure releases. You are letting the air out of the balloon.
This is not counseling. This is not therapy. And organizations are not expected to be either.
But early, caring intervention allows issues to be addressed by choice instead of by force.
It reduces pressure, lowers risk, and often prevents escalation.
How We Ask Questions Matters
When a concern rises to the level of interviews or investigation, language matters. When interviewing an alleged offender, we do not lead with accusations. We start with questions that open doors to truth:
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“Why am I here?”
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“Why would HR or Investigations need to speak with you today?”
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“What situation would cause us to meet?”
These questions invite clarification, context, and—often—voluntary disclosure.
The same approach applies to witnesses:
“Why do you think we’re here?”
If the response is, “I have no idea,” follow with:
“Are you aware of any issues or comments that may have caused concern?”
Open-ended. Non-assumptive. No leading language.
This is not casual conversation. It is a structured invitation to surface information you may not yet know exists.
A Real Example: The Expense Report Admission
This approach has produced critical—and often unexpected—results.
We once interviewed a manager regarding a sexual harassment allegation. I opened with a simple question:
“Why am I here?”
Silence. I asked again.
He looked down and said:
“You’re here because of the expense reports.”
At that point, we had no knowledge of any issues with expense reports. None.
That single response led to uncovering tens of thousands of dollars in fraudulent reimbursements. He later acknowledged the harassment as well. This happened because the question forced a choice: honesty or fabrication.
When escape routes are removed, most people choose honesty.
Ask questions that open doors to the truth. Do not build doors that can be slammed shut.
STRATEGIC OVERREACTION
If a threat is confirmed—or behavior is alarming—do not respond at the level of the threat. Respond to it.
This is where many organizations misunderstand risk. Termination does not terminate the threat.
Data and case history show that many workplace violence incidents occur after separation, when identity is threatened, anger intensifies, and the individual feels they have nothing left to lose.
Termination is not the end of risk management. It is often the beginning.
Strategic Overreaction may include:
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HR and Investigations aligned on messaging
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Law enforcement notified in advance (context only)
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Security staged nearby or on standby
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Immediate removal of system and facility access
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Deactivation of badges, keys, codes, and credentials
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Protection or relocation of threatened employees
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Phone termination when threat indicators are elevated
This is not paranoia. This is prevention.
This is not dramatic. This is disciplined.
This is not fear. This is stewardship.
You can terminate employment. You cannot terminate a state of mind.
Strategy must continue after separation.
Case Example: Paranoia, Firearms, and Intervention
A client contacted us regarding an employee displaying increasing paranoia. He claimed coworkers were “out to get him” and stated he would “protect himself no matter what.” The behavior escalated.
Our investigation confirmed:
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Noticeable behavior changes
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Shortened temper
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Statements referencing retaliation
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Growing fear among coworkers
He was suspended, and surveillance was initiated. That same day, surveillance observed him:
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Completing paperwork to purchase two firearms
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Driving to a restaurant
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Pacing, talking to himself, and repeatedly making the sign of the cross
He returned home. At his residence:
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A boat blocked the front door
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Books were stacked along windows “to stop radar and grenades.”
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He expressed belief that a violent confrontation was imminent
Law enforcement was notified. Based on his deteriorating condition, he was transported to a mental health facility for evaluation.
No one was harmed. Not him. Not his coworkers. Not his family.
Because the organization strategically overreacted.
ACCESS CONTROL MATTERS
One of the most overlooked steps in risk mitigation is access control.
Immediately:
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Remove access to buildings and systems
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Deactivate badges, keys, and credentials
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Secure sensitive areas
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Communicate internally on a strict need-to-know basis
This protects everyone—including the individual being separated.
A Culture Protected, Not Torn Apart
You can conduct a thorough investigation without damaging culture. In fact, the opposite is true.
When employees see concerns handled consistently, professionally, and respectfully, they associate leadership with safety and trust.
I say this directly to individuals under investigation:
“If you did not make this comment, then you want us to investigate it—because we will make sure it is clear you were not involved.”
This is how culture is protected:
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With clarity
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With consistency
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With accountability—not accusations
The Bottom Line
We are not here to confirm that everything is fine. We are here to discover if anything is not.
Because the most dangerous action an organization can take is doing nothing.
Investigate every concern as if someone you love works in that building. Because someone does.
And your response may be the only thing standing between routine… and regret.
“Reduce the risk. Raise the response. Leadership does not react to threats. It anticipates them, rises above them, and answers with something stronger.”— Michael Angelo Peterson
Author: Mike Peterson
Mike Peterson is the Co-Founder and Chief Security Officer of The Orsus Group, bringing nearly three decades of experience in global investigations, compliance, and workplace risk mitigation. He specializes in helping organizations strengthen hiring practices, uncover potential threats, and build safer, more resilient workplaces.