Responding to World Events At Work
What happens in the national or global news cycle directly affects people at work, which means leadership needs to be prepared with support for those who need it.
Empathetic leadership is a key part of cultivating a culture in which workers thrive. But how should managers, leadership, and organizations overall respond in the face of national or even global catastrophe? To which events should an organization respond publicly, and when–not to mention how–should it remain quietly supportive? While there’s no one size fits all model, there are best practices for how to engage your team when the world comes knocking at your office door.
SAY SOMETHING
Oftentimes, I find leaders who are afraid of causing political offense or saying the wrong thing. Let’s call this “the freeze.” The freeze is an offshoot of perfectionism and inhibits people from addressing everything from microaggressions to mass shootings. While the freeze is derivative of a valid fear, it’s much more important that your teams know that you’re supportive of them. You can and must recognize significant international moments, and harmful political shifts outside the workplace because they impact the people you work with everyday. So, do your best to override the freeze. Find the appropriate medium to acknowledge the event. Depending on what’s occurred, you might send the team email, make a short announcement, mention it in an all staff meeting. Purely and simply engaging will go a long way to ensure your team is and stays people centered.
BE YOURSELF
People exhibit a myriad of emotions in the face of terror. Whether you get angry, shed a tear, or feel in shock, stay authentic to yourself. Whatever your honest response may be, stay true to your reaction. And share these real vulnerabilities with your team. Your sincerity will model that it’s okay to bring your full self to the place and invite authenticity into your workplace.
CREATE RESOURCES
What happens in the national or global news cycle directly affects people at work, which means leadership needs to be prepared with support for those who need it. Since 2018, we’ve written Sanctuary Policies for our client partners. Sanctuary Policies outline how your team can and will respond to ICE on the premises. It outlines specific point people and processes and is accompanied by training. It is specific, strategic and backs up values with clear guidelines and skills. Create these kinds of tools and structures and support them with external measures. You might also provide phone numbers to your local rapid response networks, or immigration attorneys.
When fear is everywhere, in our feeds, on our minds, in our homes, it comes to work with us. Make sure you have and build resources for those who need them.
LISTEN ACTIVELY
For leaders, the well-being of team members is paramount. In the midst of world events, this means keeping your door open and being available for conversations about the things that may come up for those dealing with the impact of violence. For tough days, consider holding special office hours or facilitating an all-staff discussion about what’s coming up for people in your organization. By doing so, you can create a release valve for tension, fear and pressure that people may be holding in these moments. You can also build a community in the workplace.
BE HUMBLE
Good leadership depends on humility. You don’t need to have the perfect response, you don’t need to have the ideal resource, but you absolutely do need to make sure that when you mess up, you admit to your shortcomings. Every person has knowledge gaps, which means that in the process of saying something, being yourself, finding resources and listening actively, many will falter. Don’t let the fear of a mistake prevent you from showing up for your team. Instead, begin by being honest about your faults and welcoming feedback when you misstep. This will make your leadership stronger and more flexible.