Talking to employees about divisive world events.
Author: Kelly Rhodes
Date: 24 October 2023
Times of international conflict can present communication challenges for business owners and managers, regardless of the size of the organisation.
It can be hard to know if to communicate to employees about world events and conflicts and if you do, to know how to do it and what to say. It’s a particularly difficult decision when the topic is highly emotive and divisive, and when it’s causing distress, tension or conflict in the workplace.
My view is that leaders and organisations shouldn’t shy away from difficult conversations, but should carefully assess what degree of communication is right for them. They should consider the situation and its impact on people and the business, and make an informed decision on what approach to take.
Here are my thoughts on how you can assess what’s right for your organisation when military or political conflict is impacting people across the world, and how to engage with employees if you decide that’s the right thing to do.
Be informed and do your research. Don’t rush to issue comms. Take time to understand the situation and how it is impacting people locally and globally, and what effect it’s having on your employees and your business. Use credible, trusted information sources and consider asking experts for their analysis. If you have managers, make sure they’re equally well prepared to talk to their teams.
Listen to your people. If your people are talking and asking for your position or your support, they are telling you that the subject is important to them. You don’t have to answer every question they have and you can still elect not to share a political position, but you should listen, respond and demonstrate to your employees that you’ve heard them. Tell them that you understand the uncertainty, stress and anxiety that they may be feeling. This can take the form of an all-staff email or a short update on an all-staff call. Be ready to answer questions but know your boundaries and the level of detail you’re comfortable discussing.
Be balanced and inclusive. If you decide to issue longer, formal comms, make it clear that you will support every and any employee affected by the situation. To minimise the risk of alienating or upsetting any particular group, draft your comms, or ask an expert to do this for you, and ask a broad selection of colleagues for feedback before you publish. Don’t let your own personal views or the personal views of a leadership team dictate the organisation’s approach to the subject, especially if this means any one group will be unfairly impacted.
Offer help and support. Signpost your employees to appropriate resources for support. This could be an external, generic mental health website for small organisations, but ideally should be one that is also addressing the world event. Larger organisations may have internal resources such as an EAP. Remember to give your EAP a heads-up, so they can be prepared for an increase in call volumes and be ready to have conversations on the specific subject. If you have an HR team, make sure they too are informed and prepared.
Be sensitive and open-minded. Some of your employees may have links to a conflict area that you weren’t aware of. Some may have lost loved ones. Some will have very opposing views on the situation. Others may be completely unaware of what’s happening. Treat everyone as an individual and with fairness and equity. Be ready to accommodate requests for flexibility from those who need it, for example employees who need to make regular phone calls to family.
Be firm on internal conflict. Provide guidance to managers on how to intervene early in any emerging employee disputes. This may happen if people strongly disagree on a political or social issue, and emotions are running high. Remind employees that your organisation does not tolerate bullying, harassment or discrimination on any grounds. Don't be afraid to take formal action if it means doing the right thing, protecting people and upholding your organisation's values.
In summary, I recommend clear, open communication that addresses the situation and reassures employees of your understanding and support. Be consistent by talking to your employees in your normal tone of voice and continue to communicate as long as there is a need.
If you have workers based in a conflict zone, you must consider their safety and the safety of their families as an immediate priority. I recommend you consult with mobility and immigration experts for this.