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What could change, and who could change it?

Eight questions you can work through on your own or with others. You don't need to pay, sign up, or share anything personal.

1. What happened?

Separate what happened from how it was interpreted, and note what you still don’t know.

2. Is this happening to others?

Recurring accounts can suggest a pattern. They can’t prove one on their own.

3. What protection already exists?

Look for official information before assuming there’s no rule. Workplace policies, collective agreements, professional standards and laws may already cover it.

4. Is the problem the rule, or its enforcement?

A missing law and a law that isn’t being applied need different responses.

5. Who has authority?

A manager, a senior leader, human resources, a union, a professional body, a regulator or a government. Who can actually decide, not just who has the title?

6. What specific change would help?

Move from a broad concern to a proposal someone can say yes or no to.

7. What evidence is missing?

What would need to be checked before making a stronger claim?

8. How would we know it worked?

An announcement, a policy change and better conditions are three different things.

These questions help you think. They aren't legal, medical or human resources advice. If your safety is at risk, or you're thinking about a legal claim, speak with a qualified professional, a union representative or the relevant authority where you live. Rules differ between provinces, states and countries.

Guides for specific provinces and states will be added only once their sources and routes have been checked.

Example: the vice president role keeps going to someone else

Fictional example, not a client's story or a finding of discrimination

A director has led successful projects for four years, received positive reviews and taken on extra responsibility. The vice president role has gone elsewhere twice. She's told she needs "more executive presence."

What she knows

She applied, and was given a specific reason.
She can list her results and the responsibilities she has carried.

What she doesn't know yet

How candidates are actually selected, and by whom.
What "executive presence" means here, and whether it's judged the same way for everyone.
Who sponsors candidates, and which assignments show readiness.

Questions that could make it clearer

Were the selection criteria written down before candidates were considered?
What evidence was used to judge readiness?
Which assignments would show it, and who decides who gets them?

What the organization could change

Publish the criteria for the role before selection begins.
Track who receives sponsorship and high-visibility assignments.
Give unselected internal candidates a specific debrief.

None of this proves unfairness or guarantees a promotion. It gives her sharper questions than "be more visible," and the decision about what to do stays hers.

If it's about your own situation

Want a second pair of eyes?

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