Outside issues inevitably end up in the workplace, and leaders have a responsibility to help employees deal with them.
Politics has always been contentious, but this year’s U.S. presidential election invites a whole new set of anxieties. Two-thirds of Americans are concerned about possible violence in the days following Nov. 5. People are making plans to keep those closest to them safe.
A 2023 American Psychological Association survey found that, between the pandemic, racism, inflation, global conflict and climate-related disasters, our society is experiencing the ongoing impacts of collective trauma. In one form or another, these issues outside of the workplace eventually make their way into it.
In response, leaders need to ask themselves: “How do we plan to keep people feeling safe and what policies do we have in place when they don’t?” Organizations need to be aware of issues beyond their four walls and prepared to handle what people inside those walls are experiencing.
External issues impact business, culture
When leaders help employees through potentially destabilizing events, their company culture benefits. After the death of George Floyd, more employees started speaking up, asking employers for safe places to discuss divisive issues. For years since, employees have been saying that they want to work for a company that aims to make positive change.
Now, doing nothing comes with consequences. Last year, research found that the majority of Americans were exhausted (65%) and angry (55%) over the state of politics, which most described as “divisive.” Without a plan for dealing with further division after the election, employees could end up dealing with it alone: walking on eggshells, afraid of self-expression or heated conversations. A plan to help employees — on both sides of the aisle — navigate post-election conversations, on the other hand, is an opportunity to help bridge that gap and establish open lines of communication within their organization.
Proactive communication prevents pitfalls in performance
In most cases, leaders have been largely reactive to the impacts that external events have on their workforce. Employees approach HR or their manager because something has come up and they need help. By the time a company takes action to address the issue, those employees have already spent time and energy dealing with the situation and constant stress, potentially detracting from their satisfaction, engagement and productivity.
When leaders consider potentially tumultuous events and proactively communicate a plan to provide safety, they empower employees to act. Setting margins around acceptable behavior and communication on divisive issues establishes the workplace as a place where employees can know what they can and cannot do or say. Providing clarity around the resources that are available to navigate conflict ensures that employees are aware of those resources, as well as how they can be accessed. Being open about the potential impact of the election and communicating a plan to help employees through it means fewer suffer in silence.
This is about more than politics
External issues that impact employee well-being may not always be political. Someone unable to contact a friend or family member after a natural disaster might be dealing with constant stress and worry. A Muslim or Jewish individual might be afraid to express their own identity. A midlevel professional supporting a family worries about balancing the cost of life and, at times, being unable to do so. The longer they carry those burdens, the harder it becomes to stay engaged at work, and performance suffers.
Elections might seem like too much of a third-rail issue in the workplace, but avoiding the potential for conflict ultimately endangers employees’ safety. Acknowledge this potential or be blindsided by it. For larger companies with employee assistance programs, or EAPs, activate them now. For everyone else, start conversations. Invite counselors to moderate. Don’t try to come to a consensus, change anyone’s mind, or determine right or wrong. Focus on how people are feeling.
While inaction risks employee well-being and productivity, supporting employees through challenging times builds a stronger and more resilient workforce.