With U.S. elections fast approaching, geopolitical issues continuing to heat up and societal issues making the front page every day, there is no shortage of things for companies to consider the implications for in how they show up externally and what this means for their employees. At the recent Ragan Communications panel “Navigating the Crossroads: How to Steer Comms Through Political Waters,” I shared some thoughts on key things for communicators.
What to Consider Before Making a Decision to Weigh in on a Hot-Button Topic
There are deeper diagnostics that are helpful to do, but the core things to consider fall into nine areas:
1. Does the issue relate to our business? Will our position restrict our ability to conduct future business?
2. Does the issue speak to our mission, values and corporate social responsibility (CSR)/environmental, social and governance (ESG) and purpose platforms?
3. Do our stakeholders (customers, employees, investors, etc.) expect us to get involved?
4. Does it geographically make sense?
5. Would we be an early, mid or late adopter?
6. Are our industry peers engaged?
7. Can we engage with other like-minded peers and competitors?
8. Are we credible on this issue? Do we have the ability to influence/effect change?
9. Is it an important issue to weigh in on regardless?
How to Support C-Suite Decision-Making on Engagement That Could Affect Reputation
There are several areas to consider to reduce risk and have a voice when it makes the most sense for you as a company. Chief among them is to audit for your own vulnerabilities relative to things that could be scrutinized or politicized. That includes looking at your company’s political action committee (PAC) giving, reviewing your marketing and advertising, and auditing your policies and procedures.
Companies also should be prepared and give forethought to the expected political and societal issues that you’re likely to be facing. Also thoughtfully consider areas that are core to who you are and what you stand for that you may want to actually be proactive about.
How Leaders Can Align Their Stances With Company’s Values Without Alienating Their Workforce
APCO did some research on this and asked Americans what they expect of companies. There was stronger agreement for companies to take action or acknowledge something internally (e.g., employee resource groups (ERGs)) versus making a public statement externally.
But it also depends on the issue. Buying U.S.-made over imports and access to health care are “safer” topics while gun policy and abortion are more lightning rods. This is also on exercise on reading the current environment. Taking a public stance on LGBTQ+ issues is more sensitive now than five years ago, but many employees – especially the newer workforce – want to know their company cares. In fact, by 2025 – next year – millennials are expected to make up 75% of the U.S. workforce. They expect more of companies and want them to stand up for more. Yet you still have employees and consumers that cut across many generations, personal belief systems and more to account for.
Examples Where Company Leadership Successfully Navigated a Charged Situation
At the start of Israel and Gaza conflict, many companies didn’t take a side. But they did acknowledge the loss of innocent lives in both Israel and Gaza, that atrocities in the world can take an emotional toll on all of us and that employee resources are available. They exhibited empathy and acknowledged the situation in what otherwise would have been considered a big miss for many companies if they’d said nothing at all.
In another example, when Roe v. Wade was overturned, companies took a variety of approaches based on considerations unique to them. Some companies didn’t comment at all, internally or externally. Some sent notes to employees only about things such as covering travel expenses for employees in states where comprehensive access to health care is banned. Others made a public statement that they would cover travel expenses for employees. And some made a public call to action for business leaders to step up and support the health and safety of employees.
The Role of Employee Feedback and Surveys
It’s important to really know and understand who your employees are and where they’re coming from, understanding they are not monolithic. Getting a pulse from employees through surveys and qualitative feedback is key, such as from frontline managers who hear the most authentic and raw thoughts from employees. Including questions in employee surveys can get at whether employees feel companies should focus on providing products and services and stay away from political issues or whether they think companies have an important role to play in addressing the major challenges facing society.
And if a company or organization is choosing to take a stand on something that is unpopular with some employees, consider a few things.
- How many are vocal outliers versus the majority?
- In what ways are people being and feeling heard?
- What do our choices mean for the business and employees and how do we communicate that?
- What role does courageous leadership play?
Steps Communicators Can Take to Prepare in Advance for Workplace Conflict
It’s important to find ways for employees to engage in and bridge to a common purpose. Promoting people voting, leaning into ERGs and business resource groups (BRGs), and bolstering philanthropic activities that bridge generations and backgrounds are all ways to do that.
Encouraging and modeling courageous conversations is a very real role for companies to play. Companies can foster and train for employees to have tough and productive professional conversations with each other. Exercising that muscle on workplace topics will help when it comes to more politicized conversations that happen organically among employees.
Bringing empathy to the workforce also is very much a role for companies. It is an emotionally charged world right now for many. When a major societal or geopolitical issue is publicly playing out, consider whether to acknowledge with employees how tough this moment may be.
There also are about 20 areas that will continue to be part of political and societal conversations that companies may be asked to weigh in on internally or externally – everything from climate change and racial equity to global conflict and immigration. You can prepare for those now by considering scenarios, establishing a scorecard and developing thresholds for engagement.
