I saw something recently that, if I’m honest, I wish wasn’t still noteworthy, but it absolutely was.
A client of ours took swift and decisive action over a potential harassment issue onsite. News reached the team that a delegate had allegedly been harassing a member of the venue staff. I’ve seen similar situations many times before, and what usually follows is a period of hesitation. Leadership discussions. Debates about the “right approach”. Concern about reputational impact or getting it wrong.
This time was different. The leadership team reviewed the evidence, made a decision quickly, and removed the delegate from the conference for breaching the code of conduct. No drawn-out debate or second-guessing, just action.
What impressed me most wasn’t just the decision itself, but what it represented. It demonstrated zero-tolerance for inappropriate behaviour. It reinforced that the event was a professional environment with clear standards. Most importantly, it sent a very clear message to the venue employee that they were safe, respected, and supported. That last point matters more than many organisers realise.
It’s not that long ago that situations like this could be brushed aside, ignored, or worse, turned back on the individual raising the concern. Particularly in hospitality and service roles, where people were often expected to “deal with it”. The fact that we are now seeing stronger, faster responses is a positive sign of how expectations have shifted, but it only happens when organisers are prepared to act.
So what should you be doing to protect your teams, your suppliers, and your attendees?
First, you need a clear and visible code of conduct. Not buried in terms and conditions but actively communicated. It should set out expected behaviours, unacceptable behaviours, and the consequences of breaching them. If people don’t know where the line is, they will test it.
Second, your team needs to be trained and confident in applying it. That includes staff, contractors, and ideally key stakeholders such as board members. A code of conduct is only useful if people are prepared to stand behind it. Hesitation usually comes from uncertainty, so remove that uncertainty in advance.
Third, you need a clear escalation and decision-making process onsite. When an issue arises, who is informed, who reviews the situation, and who makes the call? If that chain isn’t defined, you lose time, and time is exactly what you don’t have in these moments.
Communication is also critical. Reliable, real-time channels between your team, the venue, and security can make the difference between a controlled situation and one that escalates. Whether that is radios, messaging groups, or a central command point, make sure it works and is tested.
There is also a broader context to consider. With new UK legislation such as Martyn’s Law coming into force, there is an increasing expectation on organisers and venues to formally assess risk and prepare for incidents. While that legislation is focused on security and terrorism, the underlying principle is the same. Duty of care is no longer optional, and expectations around safety, planning, and response are only going in one direction.
Perhaps the most important point, though, is this. You have to be prepared to make decisions and implement them quickly. Not perfectly, but confidently. Waiting for complete certainty often leads to inaction, and inaction is where risk grows.
What happens after the event matters just as much as what happens during it. Follow-up actions should be clear, documented, and carried through. That might include internal reviews, communication with stakeholders, or changes to process. It is how you demonstrate that your standards are not just words, but something you actively uphold.
Managing inappropriate behaviour onsite is not about having a policy. It is about having the confidence to enforce it. And how you respond tells your team, suppliers and audience everything they need to know about the kind of environment you are running.