When Politics Spill Into Work

As if anyone needs any reminding, it’s an election year in the US – as well as in 63 other countries. Over 3 billion people around the world are eligible to cast a vote this year. And there’s a land war in Europe. And a famine in Sudan. Not to mention the slaughter of October 7, the ensuing war in Gaza, and the ongoing humanitarian crisis for Palestinian citizens. Reproductive rights. Democracy. Southern border. Trans rights. Cancel culture.

Just writing those lines makes my shoulders tense up. The political and media landscape has been a minefield for the better part of a decade now. If this year feels more charged, you’re not alone: a survey by the American Psychological Association found 43% of respondents feeling more anxious this year and a UMass Amherst study found that 73% of Americans are concerned about election related violence.

As a GenX’er I was taught that, unless you worked in politics, politics had no place in your work. Cute, right? It’s hard to think of a role where one’s working life isn’t directly or indirectly impacted by these charged debates. Which makes it darn near impossible for most of us to set aside these feelings of existential dread when we go to work, it’s no wonder that feelings can spill over. So how can leaders and managers ensure safe spaces for their teams to express themselves while also keeping them focused on important work to be done?

I’ve found it helpful to go back and remind myself of a few practices I’ve learned for handling politics at work in a charged environment without stifling speech.

1. Set the Example: Like it or not, leaders have a dominant voice. The things we say and actions we take are the model for how our teams behave. Some basic manners are necessary: when you’re with a group, don’t rely on politics for small talk and avoid baiting people into discussions of big issues. When politics and issues do arise in conversation, listen and don’t feel you have to jump in with your opinion. Thank someone for their perspective without a whiff of sarcasm, whether you agree with it or not, and move on.
2. Emphasize Mutual Respect: Many companies have tried to regulate political speech at work through policy and it’s backfired. It’s confusing, impractical, impossible to enforce, and invites the bias of senior leaders to settle differences. What can make sense, especially at mid-large size companies, is to leverage a respectful communication policy that asks employees to communicate without bullying, discriminating or harassing colleagues. The key point is respect for differing viewpoints.
3. Encourage Listening: Deep listening is a powerful skill and the cornerstone of an empathetic culture. The most skillful listeners I know aim to listen for about twice the amount of time they speak. When someone challenges my views and I feel my blood rise, I find it helps to stop, breathe, and remind myself that this person believes they’re coming from a place of good intent. Then I quietly ask myself, “how did this person come to feel this way?” or, “what experiences might have informed this point of view?” I remind myself that this is not about me.
4. Phone-a-friend: At the root of these conflicts are strong feelings about big issues and managing in an emotionally charged environment is messy and imperfect work. When there’s no clear playbook for handling things, we’re going to fuck up sometimes. Make sure you are checking in with peers and friends who are dealing with or have handled similar dynamics in the past. You might learn some incredibly helpful strategies and tactics, you might just share some gallows humor – both are helpful coping mechanisms.
5. Respond Swiftly to Harm: When politics and charged issues arise on a team, they can alienate team members and make them feel physically and emotionally unsafe. It’s on us as leaders and managers to catch these quickly and in the moment. A great framework for smaller infractions is “point it out, check it out, work it out.” Don’t be shy about stopping someone mid-thought and asking “did I hear that correctly?” and confirming whether that was unwelcome. Once you’ve clarified what you heard, share the impact of the remark (i.e. the  are alienating team members), and restating your team’s shared-value of mutual respect. If you think what you’re seeing and hearing goes beyond opinion-sharing and veers into harassment or bullying, managers may have a legal obligation to bring this to their supervisors or an HR Business Partner. It’s worth revisiting your company’s existing policies for guidance on how to handle them.

I’d love to believe this goes into a box for four years starting in 2025, but we all know that these challenges will be with us for some time. I know this isn’t comprehensive… How are you and your teams navigating this strange moment in history at your workplaces?