The attack by Hamas on Israel has sparked anger and demonstrations around the world. Business leaders should not be surprised when news about the Middle East—or anywhere else—becomes a major topic of conversation among employees
Staying on the sidelines when workers have heated discussions about the Israel-Hamas conflict or other hot-button issues may not be the best option. It could send the message that corporate executives don’t know or care what their workers are feeling or saying about the latest crisis.
Consequences
This does not mean that companies should take sides. But neither should they pretend the situations and the emotions they generate do not exist—or matter. That approach could impact employee morale and create a different kind of crisis for organizations.
Silence from the executive suite can generate rumors or speculation about why the organization is quiet on an issue that is so important to employees.
In some cases, disagreements between workers and employers about those issues can go public.
What to say to employees is just one part of the communication equation. Decisions will have to be made on when, where, and how to say it.
A New Skill Set
The ability to guide teams through periods of political turmoil and emotion has become a new and necessary skill set for corporate executives.
“Leaders need to understand that emotions and conversations can erupt and escalate if people feel attacked, misunderstood, or are not acknowledged,” Arnold Sanow, author of Get Along With Anyone, Anytime, Anywhere, said via email.
“Discussing emotionally charged political or crisis situations in the workplace can be challenging, but leaders can navigate these conversations more effectively with a few strategies,” Cassandra LeClair, a clinical associate professor of communication at Texas A&M University’s Mays Business School, said via email.
She recommended that company officials establish ground rules for discussions and avoid imposing personal beliefs on their team.
‘Leaders must also strike a delicate balance between acknowledging the ongoing crisis and respecting the comfort levels of their team members,” LeClair said. “The key is to create an environment where employees feel supported and understood without pressuring them to engage in discussions they may find uncomfortable.
“Above all, demonstrating a respectful and empathetic tone while communicating and listening to other viewpoints is crucial. Encourage open dialogue and be aware of divisions that may negatively impact morale or productivity,” she recommended.
‘Guiding Factors’
“Emotional intelligence, particularly compassion, empathy and listening, should be the guiding factors for leaders to address their teams during times of struggle,” Richard A. Smith, a workforce expert and managing partner of Benton + Bradford Consulting, said via email.
“Simply asking, ‘How are you doing after yesterday’s news?’ or ‘What do you need for support in the light of current events?’ are effective tools to give employees space to communicate their feelings or address accommodations,” he advised.
“Leaders don’t have to have an answer or even a response beyond, “Thanks for letting me know.” Attentively listening without judgment or fumbling for words will be more impactful than empty platitudes,” Smith concluded.
Neutral Zones In The Workplace
“It’s important to be conscious of what people may be struggling with, regardless of their nationality, and how that could be impacting their state of mind at work, ”Jessica Kriegel, chief scientist of workplace culture at Culture Partners, said via email.
“While being supportive in this way, you need to be careful to stay out of the debate so that others follow your lead and do their best to maintain a neutral zone in the workplace,” Kriegel counseled.
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