Pillar 3 Module

Brava Business Health Strategist — Internal Situations & Conflict Protocol (Pillar 3)

How to handle tension, conflict, sensitive information, and escalation while protecting the team, the client, the strategist, and Brava.

Non-negotiable purpose

This pillar exists to keep Brava effective, trusted, discreet, and legally protected.

What this module is
A clear operating manual for internal situations, conflict, sensitive information, and escalation.
How to use it
Follow Sections 1–9. Every section defines: what you handle • what you escalate • what you never do.

What the Business Health Strategist IS — and IS NOT

Section 1

This section sets boundaries that protect the client, the strategist, and Brava. If you keep these boundaries clean, everything else stays clean.

What the Strategist IS

Role
A stability operator
A systems + root-cause problem solver
A leadership support partner
A culture + execution architect
A health coach supporting wellbeing and sustainability
A neutral organizer of information (patterns, themes)

What the Strategist IS NOT

Boundaries
A therapist
A mediator without structure
An HR investigator
A disciplinarian
A secret keeper
A gossip collector
A replacement for leadership accountability
Core truth

Brava does not fix people. Brava fixes systems, clarity, standards, and leadership execution.

Confidentiality, Discretion & Trust (Non-Negotiable Rules)

Section 2

This is how you protect trust while still protecting the business. You are discreet, but you never promise secrecy.

Rule 1: The Strategist Is NOT a Secret Keeper

Rule
Strategists protect privacy
Strategists do NOT promise secrecy
Strategists must escalate when risk exists
Approved wording script

Use this exactly when someone shares sensitive information.

“I want you to feel safe sharing, and I’ll be discreet — but I can’t hold information that puts you, the team, or the business at risk.”

Rule 2: Never Attribute Information to Individuals

Discreet Mode

You report themes without exposing sources. You do not repeat “who said what.” You do not quote.

Discreet Mode examples

Approved language patterns (use these).

❌ “Jen said the manager is aggressive” ✅ “A recurring theme is that the communication style feels intense and unclear to several people.”
Approved phrasing

Use these words to keep reporting clean.

“multiple people” “a pattern we’re seeing” “a consistent theme” “this has come up across roles”
Rule 3: Personal + Health Information Stays Private

Health info, stress, burnout, and personal life challenges are never shared individually. They are only referenced as patterns and used to adjust workload, structure, or leadership approach.

The Conflict & Situation Escalation Ladder (Core of Pillar 3)

Section 3

This ladder determines what you can handle, what you must escalate, and what you must never do. Use it immediately when conflict appears.

Non-negotiable safety rule

When in doubt, escalate. Protection > comfort.

LEVEL 1 — Friction, Misalignment, Normal Team Conflict

Handle

Level 1 is normal team tension. Your job is to reduce heat by creating clarity, standards, and a clean agreement.

Examples: tension, miscommunication, unclear roles, missed handoffs, inconsistent standards, “that’s not my job”
You can handle: structure + clarity + standard setting + role alignment + “what good looks like”
Your outcome: reduce heat and create clean agreements (process, ownership, timelines, expectations)
Level 1 handling rule

Bring it back to process, roles, and standards. Never take sides. Never repeat names.

“I’m not here to judge people. I’m here to create clarity. Let’s define what the standard is, who owns what, and what the timeline is.”

LEVEL 2 — Ongoing Patterns, Toxic Dynamics, Repeat Complaints

Handle + Monitor

Level 2 is when conflict becomes a pattern. You handle it with themes, impact, and an accountability plan — but you watch closely for escalation triggers.

Examples: repeated complaints about the same person/process, favoritism perceptions, chronic disrespect, “nothing changes,” exhaustion themes
You can handle: reporting themes to leadership, building a correction plan, creating accountability structures, defining standards
Escalate if: it becomes harassment, threats, discrimination, retaliation, safety risk, or legal risk
Level 2 handling rule

Patterns get elevated to leadership as themes and impact. You do not “build a case” on individuals.

“A consistent theme across roles is that the current communication style is creating stress and confusion. The impact is slower execution and lower trust. We need a clear standard and a correction plan.”

LEVEL 3 — Policy Risk, HR Risk, Legal Risk

Escalate

Level 3 is where your role stops and escalation begins. You do not investigate. You do not collect evidence. You elevate through the proper channel.

Examples: harassment, discrimination, retaliation, unsafe conditions, threats, theft allegations, coercion, intimidation, substance use at work
You do not: investigate, interview witnesses, collect “proof,” or run an HR process
You do: escalate immediately to the owner and Brava leadership using the escalation script
Level 3 non-negotiable

This is where your role stops and escalation begins. Your job is to protect people and the business.

“I’m going to pause here and elevate this through the proper channel. I’m not the right person to investigate this, but I will make sure it is addressed safely and correctly.”

LEVEL 4 — Immediate Safety Risk

Emergency

Level 4 is active risk. Safety overrides everything. You escalate and the business follows their emergency and safety procedures.

Examples: credible threat of violence, self harm statements, active intoxication in a safety sensitive role, someone feels unsafe right now
Action: stop the conversation and escalate immediately to owner + Brava leadership
If there is active danger: the business must use emergency services and internal safety procedures
Level 4 rule

Safety overrides everything. You do not “manage” emergencies. You escalate and follow safety procedures.

Escalation ladder summary

Level 1 and Level 2 can be handled with structure. Level 3 and Level 4 are escalation only.

The 9 Step Conflict Protocol (What You Do When Conflict Shows Up)

Section 4

This is the exact sequence to follow. It keeps you calm, keeps the business protected, and prevents you from being pulled into gossip or sides.

Steps 1–4 (Stabilize)

Do first
Step 1: Identify the ladder level (1–4)
Step 2: Pause heat (slow down, lower intensity)
Step 3: Move from story to facts (what happened, what impact)
Step 4: Re-anchor the standard (what “good” looks like)

Steps 5–9 (Resolve)

Do next
Step 5: Define roles (who owns what)
Step 6: Define the agreement (what happens now)
Step 7: Set a follow up checkpoint (date + criteria)
Step 8: Document themes (not names)
Step 9: Escalate if it repeats or crosses into Level 3/4
Important

The strategist does not become the message carrier. You build the agreement and structure, then leadership owns enforcement.

What to Say Scripts (Short, Repeatable, Discreet)

Section 5

Use these scripts to stay neutral, keep boundaries, and prevent gossip. These lines keep you safe and keep the client safe.

When someone wants you to take a side

I’m not here to pick sides. I’m here to create clarity and a clean standard so the team can execute.

“Let’s define the standard and the agreement. That’s where solutions live.”

When someone starts gossiping

I can’t repeat names or quotes. If we want to improve something, we have to talk about the pattern and the impact.

“What’s the impact on execution, and what do you want to be different?”

When someone shares sensitive info

I will be discreet, but I can’t hold information that puts you, the team, or the business at risk.

“If there’s risk, I have to elevate it through the proper channel.”

When leadership asks “who said it”

Discreet mode

You never reveal names. You redirect to the pattern, the impact, and the standard.

“I’m not going to attribute this to individuals. The important part is the pattern and the impact. Here’s what needs to change and how we can measure it.”

When someone wants you to “tell them” something

Boundary

You do not become a messenger. You create a structure where the right person communicates directly.

“I’m not the right channel to pass messages. Let’s set up a clean conversation with a standard, a goal, and a clear next step.”

The Health Coach Layer Inside Conflict (Keep Humans Stable While Fixing Systems)

Section 6

Even in conflict, we still check on the human. This does not become therapy. It becomes a stabilizer so the person can execute and communicate clearly.

The 3 minute check in (use in 1:1s and pulse checks)

Health coach
Question 1: How’s your stress this week (0–10)?
Question 2: Is anything outside of work making this harder right now?
Question 3: What’s one thing that would help you feel more stable this week?
Boundary reminder

You do not diagnose. You do not treat. You do not counsel. You stabilize and redirect to support and structure.

Stability actions (keep it practical)

Practical
Reduce overload (remove 1–2 tasks temporarily)
Clarify priorities (top 3 outcomes for the week)
Encourage sleep basics, hydration, short walks
Recommend professional help if appropriate (without pushing)
How this shows up in leadership meetings

Report wellbeing as patterns only and translate it into operational fixes (workload, roles, standards, schedule, staffing).

Documentation Rules (How to Write Notes Without Creating Risk)

Section 7

Your notes protect the client and protect Brava. Notes should be clean, minimal, and structured. Notes are about patterns, impact, and solutions.

What to document

Include
Theme/pattern (no names)
Operational impact (execution, errors, delays, morale)
Standard needed (what good looks like)
Agreement created (who owns what by when)

What not to document

Avoid
Names and “who said what”
Quotes
Medical details or personal trauma details
Accusations framed as truth
Approved note template

Copy this structure exactly when documenting a conflict situation.

Theme: Impact: Standard needed: Agreement: Checkpoint date: Escalation level (1–4):

Escalation Scripts (Owner + Brava Leadership)

Section 8

Use these scripts when something crosses into Level 3 or Level 4. Keep it factual and short. Do not add opinions.

Escalation to owner (Level 3 or 4)

Script
“I need to elevate a situation that may involve policy or safety risk. I’m not going to investigate it, but the correct channel needs to address it immediately. Here’s the theme and the immediate impact. I recommend you handle this through your HR/legal/safety process.”
Do not

Do not name sources. Do not add emotion. Do not offer disciplinary advice. Elevate and stop.

Escalation to Brava leadership (required)

Required
“I am escalating a Level 3/4 situation at the client. I am staying neutral and not investigating. I have informed the owner that this needs to go through the appropriate channel. Theme and impact are documented without names. Please advise next steps for Brava risk management.”
What you send

Escalation level, theme, impact, what was said to the owner, and what immediate protective step was taken.

Escalation timing rule

Level 3 and 4 escalations happen same day. If immediate danger exists, escalation happens immediately.

The Clean Boundary Checklist (Use This Before Every Meeting)

Section 9

This checklist keeps you from drifting into gossip, therapy, HR investigation, or messenger behavior. Use it before pulse checks, 1:1s, and leadership meetings.

I know the ladder level (1–4) before I act.

If unsure, I escalate instead of guessing.

I will not take sides.

I will report patterns and impact only.

I will not repeat names or quotes.

I use “multiple people,” “a theme,” “a pattern,” and “impact on execution.”

I will not become the messenger.

I build a structure where the right people communicate directly.

I will include the Health Coach Layer.

I check stress and stability briefly, then translate into operational fixes.

I document themes, impact, and agreements only.

No names, no quotes, no medical details, no accusations written as truth.

Final reminder

Your calm structure is the product. When you stay clean, the client stays safe and Brava stays trusted.

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