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Speak Up or Stay Silent? Navigating Social Issues in Politically Charged Times
Our workplaces are microcosms of our broader society- employees hold multiple identities, come from different cultural backgrounds and each has a lived experience unique to them. Since 2020, a year wrought by a global pandemic, the reimagining of workplaces, and a racial reckoning, the issues that shape and impact our lives have come into sharper focus. People are more aware, on all sides of the political spectrum, and are asking harder questions of their organizations to see what their stances and values are on issues so integral to who we are. It’s hard to separate the rhetoric around the border when you are a DACA recipient or you love someone who is. It’s hard to be a person of color whose career was positively impacted by programs designed to help level the playing field while navigating attacks on DEI. It’s hard to be a woman in the workplace making decisions for your team and company when you’re still fighting for the right to make decisions about your own body. How should your company navigate that?
Our workplaces are microcosms of our broader society- employees hold multiple identities, come from different cultural backgrounds and each has a lived experience unique to them. Since 2020, a year wrought by a global pandemic, the reimagining of workplaces, and a racial reckoning, the issues that shape and impact our lives have come into sharper focus. People are more aware, on all sides of the political spectrum, and are asking harder questions of their organizations to see what their stances and values are on issues so integral to who we are. It’s hard to separate the rhetoric around the border when you are a DACA recipient or you love someone who is. It’s hard to be a person of color whose career was positively impacted by programs designed to help level the playing field while navigating attacks on DEI. It’s hard to be a woman in the workplace making decisions for your team and company when you’re still fighting for the right to make decisions about your own body. How should your company navigate that?
According to a new study by Chief: The New Era of Leadership, 9 in 10 executives believe taking a public stance on a social issue is riskier than staying silent. In an era where issues like immigration, diversity, equity & inclusion and reproductive rights are under constant scrutiny by political actors, it’s understandable leaders find it difficult to speak up on issues that have become highly politicized. As we draw closer to the 2024 election, and these issues become even more polarizing, leaders need to decide what to say (or not) about the most critical issues of our time. Raben has developed a framework to help leaders and organizations determine how to speak up or stay silent and demonstrate their values in those moments.
The Challenge for Leaders
In today’s interconnected world, leaders of small and large organizations alike face unprecedented challenges in addressing a myriad of socially charged issues. And these challenges are not confined to public statements or policy decisions; they permeate organizational cultures, influence stakeholder relationships, and shape brand identities. As leaders navigate this complex landscape, they encounter several key challenges and issues.
Complexity of Social Issues: Social issues are complex and interconnected, involving historical contexts, diverse perspectives, and personal experiences. Addressing topics like racial justice, gender equity, or climate change requires leaders to deeply understand these complexities to make informed decisions and communicate effectively.
Stakeholder Expectations & Diverse Perspectives: Leaders must balance the expectations of various stakeholder groups which are inclusive of employees, customers, investors, and the wider community. Each group will have different priorities and perspectives on social issues. For example, employees may demand a strong stance on racial equity, while customers may welcome neutrality. Navigating these diverse perspectives and expectations requires nuanced and thoughtful communication grounded in a commitment to equity and inclusivity.
Authenticity and Trust: In an era of heightened awareness and scrutiny, authenticity is crucial. Leaders must demonstrate genuine commitment to social issues rather than performative actions. This authenticity builds trust with stakeholders, but it also means that leaders must be transparent about their organization’s values, actions, and limitations. Any misalignment between messaging and actions can lead to reputational damage and loss of trust.
The decision to speak up or stay silent on socially charged issues carries significant consequences for leaders and their organizations. Speaking up can lead to praise and bolster an organization’s reputation as a values-driven entity, fostering trust and loyalty among stakeholders who share those values. However, it can also risk alienating other groups and could lead to backlash, including calls for boycotts or “canceling”. On the other hand, silence is also pervasive and although staying silent may avoid immediate controversy, it can also be perceived as indifference or complicity, damaging the organization’s credibility – which can contribute to eroding trust both externally and internally. This is vital, because we are in an era where stakeholders increasingly expect transparency and ethical leadership. The cost of silence can be just as profound as the risks associated with speaking up, making this a critical decision that should be taken seriously.
The Choice Model
To help organization’s decide what to do in highly charged times, Raben developed the Choice Model for Speaking Up or Staying Silent. The model is intended to help leaders first evaluate the context of their decision/choice and then make an informed decision to stay silent or speak up. The choice model is detailed below.
Evaluate the context. There is no science to determine when to speak up or stay silent. Instead, leaders must grapple with the nuances and complexities of the environment they are in. To begin, we recommend the following:
Identify the issue and decision-maker(s). Start by clearly stating the issue on the table. Should you respond to backlash? Should you speak up in support of women after controversial state legislation? By clearly stating the issue, decision-maker(s) can find common ground on what to solve for. That said, it is as critical to clearly identify who the decision-maker is in addressing the issue. Without this clarity, organizations will undoubtedly waste time and risk their inaction being perceived as indifferent, apathetic, or careless.
Assess values alignment. Once leaders have crystalised the issue, determine if speaking up on the issue provides an opportunity to demonstrate the organization's values. Is there alignment between your organization’s values and the issue? What value (if any) does this issue connect to? Does your organization have prior experience in speaking up on this issue? Is this an opportunity to speak up and demonstrate your values in new ways?
Assess impact on stakeholders. Stakeholders like employees, board members, partners, and customers have various degrees of interest in your decision to speak up or stay silent. Furthermore, each group of stakeholders will be impacted differently by the same decision. As such, it is crucial to assess the impact on stakeholder groups by naming their interest, influence, role, and level of engagement.
Make a decision. With the data above, organizations are better positioned to make an informed decision on whether to speak up or stay silent, which still includes internal actions (more on that below). Finally, do you need to say something to your staff and/or do you need to say something to the public/customers/external stakeholders? The answer to that question should help make the decision to speak up or stay silent more clear to your organization’s decision makers.
Speak Up or Stay Silent?
Stay Silent
We don’t believe any organization has the privilege to occupy the space of silence in such charged times. For our Culture Strategy and Organizational Design team, staying silent means that organizations will at the very least acknowledge the issue in question and share the decision made with their employees. Staying silent still involves developing a thoughtful internal communications strategy. We’ve outlined steps on how to do that to help cultivate a strong organizational culture.
Acknowledge the issue. No one likes to leave the elephant in the room. It’s awkward and leaves people to rely on their own biases and fill in the gaps based on what they know, which could be very little. By acknowledging the issue, organizations can escort the elephant out of the room and establish a common understanding for their internal stakeholders.
Share your decision. We recommend organizations share what and how they’ve come to a decision to speak up or stay silent. After engaging in the process above, leaders can feel confident in their due diligence and can share the results with their internal stakeholders. Even if stakeholders don’t agree with the decision, they can respect the transparency demonstrated by leadership on how a decision was made.
Invite feedback. Cultivating a culture of psychological safety includes open communication. Leaders can invite feedback from internal stakeholders in multiple ways including anonymous surveys, team meetings, or focus groups. Inviting feedback ensures that leaders not only keep a pulse on how decisions land but also unintended consequences.
Speak Up
Speaking up on issues can take various forms. It is important to determine the right action for your organization based on your capacity and expertise. This approach requires alignment between your internal and external communications; first, make it clear to your employees what your stance is on a situation and secondly, ensure that the external message is in lockstep with what you communicated internally so that leadership doesn’t lose trust with staff. Here are our recommended actions based on where your decision makers land:
Amplify. This may take the least capacity and expertise. Leaders may choose to amplify the work and messages of community based organizations or experts in the field. By amplifying the work of others, organizations can use their reputation to build goodwill and solidarity with people on the frontline. It is crucial that organizations cite the messages they are amplifying. Give credit where credit is due.
Partner. Leaders can join another organization or expert to draft a shared message. Leaders should be prepared to deploy resources to partnership opportunities, which can include but not be limited to time, staff, and funding.
Lead. This is a full court press. For organizations that decide to lead on speaking up, leaders must be prepared to deploy as many resources as possible. This can include everything from hiring new staff with specialized expertise to launching a new project or program.
To build confidence in speaking up or staying silent, leaders must practice. The Choice Model can support organizations in remaining nimble in ever-changing times. Raben welcomes the opportunity to work with organizations to tailor the Choice Model to their needs and support its implementation. You can contact the Culture, Strategy, and Organizational Design team using the email addresses below.
