The Election & Microdosing on Hope: Brandon Sammut (Chief People Officer, Zapier) & Gianna Driver (Chief People Officer, Lattice)
Watch our recent episode with Brandon Sammut (Chief People Officer at Zapier) and Gianna Driver (Chief People Officer at Lattice).
They joined us for an emergency pod following last week’s presidential election.
If you don't have time to check it out, read the highlights below. ??
???? Microdosing on Hope in Tough Times
These last few years? They’ve been no joke for HR leaders. From navigating crises to rethinking what it means to lead, we’ve all had to dig deep and flex that resilience muscle.
We talked with Gianna and Brandon about how leaders can stay steady, especially times like these, post-election. With half the population celebrating and the other half feeling disappointed, the divide is real. But Brandon pointed out how organizations—and leaders—have been building up a “muscle” for adapting to these external changes, from re-centering on core values to scenario planning for whatever comes next.
Then Gianna added a little twist, inspired by Brené Brown's advice to “microdose hope.”
In moments like these, where it’s easy to feel overwhelmed, sometimes all it takes is a small dose of hope to get us through. Or, as Gianna put it: “In fact, give me a double dose of hope.”
It’s a good reminder that while the challenges keep coming, so does our capacity to rise above them.
?? Do you have a sociopolitical response approach?
When big sociopolitical events happen, it’s tough to know how (or if) a company should respond.
They both shared their experiences on handling these moments without dividing teams or taking sides.
Gianna pointed out that especially during polarizing times, leaders have a chance to bring people together. “We’re humans first, employees second,” she said, urging leaders to build workplaces where folks feel like they belong, regardless of differing views.
Brandon shared how Zapier came up with a “sociopolitical response approach” under their DEI leader, Maggie Roque.
The plan? Zapier only puts out an official company statement if an event impacts its ability to serve customers. Internally, though, people are welcome to talk about issues that matter to them—just without the pressure of a corporate stance.
The goal: Support, not statements.
By keeping the company’s voice neutral but letting people share openly, they’ve created space for belonging without fueling external debates. As Brandon put it, “We can show up for our people without weighing in as a company.”
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?? 2 hours of live podcasting on “The Manager Dilemma” with top HR leaders
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??? The Weeks Leading Up to Election at Zapier
With the election stirring up emotions on all sides, we know that these moments can hit close to home for teams.
Brandon shared how Zapier took a proactive approach to help managers and employee resource groups (ERGs) prepare.
Three weeks before election day, Zapier sent a note to all managers, setting expectations and sharing resources. It included:
1?? Naming It: Acknowledging that the election was coming up, noting its divisive nature, and reminding managers of the date. For a global team, just knowing what’s happening can help everyone feel more grounded.
2?? Setting Boundaries: Clarifying that Zapier, as a company, wouldn’t be making a blanket statement or requiring conversation on the topic. But employees could opt into discussions if they wanted, ensuring people felt free to express themselves without pressure.
3?? Providing Resources: ERGs were prepared to offer additional support, and Zapier reminded managers that they too had access to therapy and wellness resources—for themselves and their teams.
It’s a smart reminder: being proactive and clear can make all the difference, especially during tense times. A little support and transparency can go a long way.
?? The true test of leadership? Guiding through difficult times.
“Being a leader when everything is easy is easy. Being a leader when things are tough, divisive, and unknown—that’s the real test.”
That’s what Gianna had to say.
One example she gave? Her commitment to DEIB (Diversity, Equity, Inclusion, and Belonging).
In uncertain times, it’s tempting to let initiatives like these slip down the priority list. But Gianna challenged us to think differently.
Instead of “unlearning” what’s made us successful, she suggested we build on it—adapting our practices, keeping an eye on the data, and ensuring our approach is both inclusive and sustainable.
And when times are tough, she advises relying less on emotions that might divide and instead focusing on listening, understanding, and offering solutions that give our teams options.
As she put it, these are the moments that try us as leaders. This is when we dig deep, reflect on what brought us here, and adapt to prepare for what’s next.
See you next week!
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