How to talk about social issues and crises internally

With the news cycle moving faster than ever and access to a wide array of information at our fingertips, controversial social and cultural issues that could once be left on the newspaper page or the television screen are now an ever-present part of our daily discussions. Whether it’s wars abroad or politicized social issues at home, communicators need to remember that the conflicts and problems in the world can impact them.

Employees look to their leaders as a stabilizing force during conflicts far beyond the workplace’s walls. By hitting the right notes, you can create an atmosphere that communicates and holds up company culture as a stabilizing guide to meet the many issues of our modern world.

The power of acknowledgment

As a leader, there is weight and influence to the statements you make. Much of that power comes from admitting that there are conflicts out there, to begin with.

Karen Testa, director of global communications for Bell Flight, said that the first step managers need to take to confront external problems with an internal audience is acknowledgment.

“We do not live or work in isolation — if there is a war raging or a natural disaster happening somewhere in the world, for example, it will likely worry, distract or upset at least some people,” she said. “Employees’ social platforms and newsfeeds are informing them 24/7, so not acknowledging external crises seems tone-deaf.”

You can remind employees that no matter the conflict, mutual respect needs to be the top priority amid any debate or discussion in the workplace.

“Remind them to stay focused on the shared mission and values of the business – the primary reason they show up to work,” added Testa. “This looks like leaders using their normal comms channels to acknowledge what’s happening and emphasize the underlying values that guide the company.”

Confronting conflicts without direct involvement

 Just because you’re not directly involved in a conflict or social problem doesn’t mean that your colleagues aren’t affected by it.

Shannon Iwaniuk, a senior communications leader at a global life sciences organization, reminded Ragan that a voice of empathy and authenticity will always have a greater impact. Mix that with one’s own experiences, and you’ve got a good formula for success.

“It’s essential that we understand and respect the potential and power we have in our roles as corporate communicators and as advisors to executives and executives ourselves,” Iwaniuk said. “Of course, our perspectives and experiences should inform how we advise, but we are at our best when we successfully meld those with what is also true about the organizations and leaders we are advising.”

Communicating during the pandemic and through the murder of George Floyd over the past few years offers insight into how leaders can navigate external conflicts with employees.

“Since 2020, communicators have been operating in a VUCA (volatile, uncertain, complex, and ambiguous) environment,” added Iwaniuk.  “I often say that we got our PhDs when navigating the pandemic, social justice issues, return-to-office, and so much more since then.”

Considering your employees as whole people lets you take a pulse of how attune and sensitive they are to factors outside the office walls that can affect their productivity.

“If we expect to keep employees engaged and inspired to do their work, we need to know them as whole humans and know they are exposed to news and information outside of work that can influence their focus, state of mind and productivity,” Testa said.

“Even though a company may not be directly involved in an external issue or its outcome, good leaders acknowledge current events and work closely with their communications teams, who can serve as a barometer of employee sentiment and human vulnerability,” she added.

Knowing when to speak up

Leaders with a deep knowledge of their employee base and company values can factor in stakeholder interests and stakeholder views. To put it very simply — they know how to read the room.

“If interest is low and views are divided, remaining silent might be the smartest approach,” Testa said. “If interest is high and views are unified, it might make sense to speak up more prominently and take a stand. Keep in mind that silence is considered a stance, according to the Edelman Trust Barometer, and it can be perceived as hiding something, at least to certain generations.”

Whether or not you choose to speak up or advise a leader to do so, carefully consider the words, tone, and wider potential perception of the message.

“Remind leaders to think before they speak — we have all seen how insensitive words from a leader have the power to permanently damage their company’s reputation,” said Testa. Reinforce the values of the company and be diligent about knowing your audience.”

Sean Devlin is an editor at Ragan Communications. In his spare time he enjoys Philly sports and hosting trivia.