How leaders can handle tough political conversations at work

Political topics are inherently human, and most organizations are run by a workforce of smart, diverse humans — who have their own realities, sensitivities, and perspectives on what's happening to the nation and to them as individuals. 

Why it matters: 82% of workers say they're comfortable working with people of varying political views, according to a Glassdoor study, but the way leaders of an organization choose to discuss and address political issues does impact people's willingness to work there.  

With employee engagement, team productivity, and brand reputation on the line, leaders need to decide what issues are worth addressing, create leadership alignment in how you plan to, and keep an open and earnest ear toward teams who may need support through inevitable change. Doing all that well comes down to trust.

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Build trust first — tackle tough topics second
My mantra is: Build trust before you need it. Without it, every conversation — whether you agree or disagree with the folks in front of you — will be harder than it has to be. But with a foundation of good will, you'll earn more willing ears to hear and try to understand your perspective.

Ahead of November, here are five pieces of advice that leaders can implement to strengthen trust with their workforce.

1. Think mission, vision, values. These are the foundation of any organization. Cross-reference current events with your organization's core purpose. Employees are more likely to turn up the heat and expect you to speak when what's going on in the world conflicts with what you've said you stand for.
   
2. Document your plan. When pressure is high, mistakes are more common. Define and document who and how your organization handles sensitive topics. Bring in key collaborators, align on the plan, train them in their part, and spend meaningful time answering any questions. Prepare, prepare, prepare.
   
3. Become an expert. The most inspiring leaders all throughout history always were. Go beyond reviewing your organization's playbooks and practicing their talking points — dig deeper into issues, explore their different vantage points, get a sense for how the different pockets of your workforce will uniquely feel about what could happen. Teams will feel more seen if they feel more understood.

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4. Ask for feedback. Listening groups can be a helpful step. Ask how employees are feeling. Not only will you get a better sense of their perspective — and how to navigate it productively — but you'll also start to learn whether new resources might be helpful to them, too.
   
5. Lead by example. Assume positive intent during tough conversations. Choose your words and tone carefully. Be clear and direct, but don't lose empathy. Employees will be much more likely to follow your lead — respectful, inclusive discourse — even if their stances differ.

Acknowledge your mistakes
Nearly half of leaders say they both make an action plan to address sensitive issues and reliably execute on it. However, only 26% of employees agree. Whether it's owning up to mistakes when you make them or acknowledging where progress hasn't come as quickly as you'd planned, honesty is critical in maintaining trust. 

Three tips to handle a misstep:

• Own it quickly. Be upfront when you make a mistake and acknowledge where you went wrong. Stick to the truth, and act quickly.
• Keep communicating. Don't go silent because something did not go according to plan. Address what's happened — or hasn't — and what's going to happen next. 
• Learn from your mistakes. Every leader will make them. Admitting them and visibly adjusting from them can also help you create a culture where others are more likely to admit issues early. 

No leader will ever make the right decision 100% of the time, but the cost of not taking accountability is steep and sometimes irreparable. Employees will almost always have more empathy and grace for leaders who address when they screw up, acknowledge they could have handled the issue better, and outline a plan to move forward.
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People are the backbone of your organization
An organization is nothing without its employees. And successfully navigating expectations and political conversations with them requires a delicate balance of preparation, transparency, and responsiveness. Leaders need to be proactive to:

• Earn and uphold employee trust. We cannot draw on what we haven't built.
• Create a communication routine. Repetition is key in times of change.
• Guide them confidently, but openly. They must hear from us and also feel heard.

There's no better time than now for communicators, CEOs, chiefs of staff and other top leaders to start talking and preparing for the conversations to come.