The Chief of Staff Role is Neither RED Nor BLUE

As Chief of Staff, you sit at a unique intersection of influence, responsibility, and neutrality. The role isn’t about imposing personal beliefs or driving an agenda that aligns solely with your own worldview. It’s about representing the entire organization—a diverse community of viewpoints, backgrounds, and experiences—and fostering a culture that respects and aligns with the company’s core values, regardless of individual perspectives. In essence, the Chief of Staff function is neither red nor blue; it’s about maintaining a steady compass directed by company principles, not personal beliefs.

I was once told that a U.S.-based organization couldn’t implement certain programs in other countries because employees in those regions might hold different principles than those in the U.S.

My answer was simple: the company is a global entity. It’s not defined by its corporate headquarters, whether in the U.S. or any other location. The foundational values and principles of the organization are universal, intended to be upheld across all borders. It’s these shared values that unify us, guiding how we develop, create, and serve customers and communities around the world. The Chief of Staff is responsible for ensuring that this alignment is maintained, not by favoring one set of beliefs over another, but by upholding the organization’s values with integrity and respect.

It’s easy to become entangled in the “right” and “wrong” of differing viewpoints, especially in today’s polarized environment. But as executive leaders, we have to rise above personal feelings to serve a broader mission. Feelings are valid; they’re part of what makes us human. But they shouldn’t dictate how we lead an organization. This balance can be challenging for any Chief of Staff. After all, we are people too, with our own beliefs and values. Yet, the role demands that we separate our personal feelings from core decision-making and from how we engage with employees on sensitive matters. Leadership is about showing empathy and respect without letting personal emotions steer the organizational direction.

Dealing with Internal Communications to Staff

Consider moments of profound social impact, such as the murder of George Floyd and the ensuing protests. Many organizations felt compelled to communicate with employees, taking stances or promising changes in their practices. Some employees may have seen these messages as genuine, while others viewed them as performative. The question isn’t about the perception of sincerity but the purpose behind the communication. As leaders, if we feel a responsibility to address an issue for the betterment of our team, our company, and our platform, we must do so in a way that is authentic and reflective of company values. However, if a topic doesn’t resonate authentically with us, it’s often better to remain silent than to deliver a message that feels hollow. Authenticity matters, and authenticity doesn’t mean taking a stance on everything; it means taking a stance where it aligns meaningfully with both the individual leader and the organization’s values.

Your office and how you present it to your organization matters. The Chief of Staff role isn’t about enforcing personal beliefs; it’s about upholding company principles and ensuring inclusivity and respect for the diversity of thought within the workforce.

The Chief of Staff role isn’t about enforcing personal beliefs; it’s about upholding company principles and ensuring inclusivity and respect for the diversity of thought within the workforce. Before implementing decisions, policies, or programs, reflect on your motivations. Are they aligned with the organization’s values? Do they serve the broader company culture, or are they more reflective of your personal beliefs? Our responsibility is to create an environment where employees understand and feel connected to the company’s values, rather than feeling pressure to conform to a specific set of beliefs that may not reflect the diversity within the organization.

At the end of the day, employees have the right to determine whether the organization’s values align with their own beliefs. People have the freedom to choose where they work, and sometimes that means deciding that a particular company’s culture is not the right fit. But as a Chief of Staff, what you say and do has significant weight. You represent the organization’s mission and values, and authentic leadership cannot be an excuse for divisiveness. While it’s essential to show up authentically, it’s equally important to remember that our core duty is to foster unity, respect, and inclusivity within the company. The Chief of Staff role is about creating a space where diverse voices feel heard, respected, and aligned under the shared banner of the organization’s mission—not our individual beliefs.

In a world where every action can be scrutinized, the Chief of Staff role is a reminder that leadership is about transcending personal agendas. The most effective Chief of Staff is one who, instead of amplifying personal convictions, creates a workplace where everyone feels a part of something larger, regardless of what they personally believe. This is the role of an Executive Chief of Staff: to be a bridge, a guide, and a steward of organizational values, ensuring that the culture we cultivate is inclusive, respectful, and firmly grounded in the principles we all work to uphold.

What Actions Will You Take?

So, I want to leave you with one final, timely question to consider:

If you choose to communicate with your entire staff about the recent U.S. Presidential election, is that message truly inclusive of everyone—those who voted for Kamala Harris and those who voted for Donald Trump? Or does it assume that everyone shares the same political beliefs?

On a More Personal Note

Now, stepping out of my Chief of Staff role for a moment, I want to share something from a more personal place. Once again, the reality we face has shown its face clearly. Today, I feel a sense of numbness—a heaviness that I can’t ignore. I feel a deep weariness in seeing, once again, how divisive this country has become and the continuing struggle for Black and Brown women to have a true, equal voice. As a Black woman, I am reminded that it’s not “all in my head.” The barriers we face as leaders, as women of color, are not imagined—they are real and deeply ingrained.

The country’s choices and divisions have shown us, again and again, why our voices are still fighting to be heard and why we remain underrepresented at the tables of power. This isn’t just a political reality—it’s a reflection of how far we still have to go for true inclusivity and equality. I wish I could say that the journey toward true equality feels within reach, but moments like these remind us just how much work remains. For Black and Brown women who continue to fight for an equal voice and a rightful place as leaders, the barriers are real, and they are unyielding. It’s why we must keep pushing, keep challenging, and keep demanding the representation and respect we deserve.

Thank you for reading, for reflecting, and for joining me in recognizing the work that still lies ahead.

Thank you for joining us for this edition of "The Executive Chief of Staff" Newsletter. Stay tuned for more insights and strategies in our next volume.