How Leaders Can Manage Post-Election 2024 Tension in the Workplace

In the wake of the 2024 election , many workplaces are grappling with post-election tension. This can be a challenging time for employees, who may have strong emotional responses to the political climate.

Leaders, however, can play a vital role in fostering a supportive work environment that promotes unity and respectful dialogue. Based on insights from Denise Hamilton’s conversation with Kim and Amy on the Radical Candor podcast, here are key strategies leaders can use to manage post-election tension at work.

1. Lead with Respect as the Baseline

Denise Hamilton emphasizes that respect is foundational for any meaningful dialogue. Often, workplaces focus on building understanding as a precursor to respect, but Hamilton suggests flipping this approach: “Respect should come first,” she says, arguing that it's essential to show respect for differing views, even if full understanding is lacking.

Leaders should demonstrate this by acknowledging diverse perspectives and encouraging a baseline of respect within the team. This foundation enables a workplace culture that supports open communication and trust.

2. Hold Space for Emotions

Following any tense or polarizing event, people often carry strong emotions. Hamilton suggests that leaders need to “hold space” for these emotions rather than ignoring or downplaying them. This means allowing employees to express their feelings without judgment.

Leaders might consider scheduling one-on-one check-ins, providing mental health resources, or creating optional support groups. Recognizing emotions, even when they don’t align with personal beliefs, is key to fostering a caring and inclusive workplace.

3. Be Intentional About Reconnection

Hamilton advises that leaders “be intentional” about reuniting teams after divisive events. This can mean facilitating activities or discussions that foster collaboration and emphasize common goals.

Leaders might organize team-building exercises, celebrate shared accomplishments, or offer forums for employees to voice their concerns safely. As Hamilton puts it, leaders need to counteract the constant “negativity and doomsday scrolling” that can take over the work environment.

4. Encourage Mindful and Productive Conversations

Not every political conversation is appropriate in the workplace, so leaders should help employees engage in discussions that are constructive rather than divisive. Hamilton shares her “four-question rubric” for initiating conversations thoughtfully:

• Does it need to be said?
• Does it need to be said by me?
• Does it need to be said right now?
• Does it need to be said in this way?

Encouraging this mindset helps prevent conversations from spiraling into arguments. Leaders can model this by being careful with their words and demonstrating the value of timing and tone in sensitive discussions.

5. Challenge Misinformation and Promote Critical Thinking

In today’s media landscape, misinformation is prevalent, and employees often bring contrasting “truths” into the workplace. Hamilton encourages leaders to approach misinformation by “blending the facts together” to get to the truth.

"That is what makes us indivisible. f If we can share what we both know respectfully, we're gonna get closer to the truth." — Kim Scott

Rather than dictating a single viewpoint, leaders should advocate for cross-checking information from multiple sources and encourage critical thinking. By doing so, leaders can prevent the spread of misinformation while promoting a more informed workforce.

6. Recognize When Tension Requires Extra Care

During periods of heightened tension, leaders must recognize that the typical workweek may need adjusting. Hamilton suggests a flexible approach around the election, including potentially lightening the workload to ease stress.

"Understand that you're going to need a little bit more care [personally] then you might normally have. Don't ignore it. Don't just la, la, la, la, la, and hope that everybody's going to get over it. Be intentional." — Denise Hamilton

This may involve delaying non-essential meetings or providing additional mental health days to allow employees time to decompress. Such accommodations can show that the organization genuinely values its employees’ well-being, particularly during a high-stress period.

7. Encourage Ownership Over a "Renter" Mindset

Hamilton introduces the concept of “ownership vs. renting” as a metaphor for civic responsibility. She challenges employees to see their contributions as a long-term investment in the workplace community, rather than focusing solely on immediate self-interest.

Leaders can inspire employees to feel “ownership” over their work culture by encouraging active participation in decisions, expressing pride in their contributions, and reminding them of the collective purpose they serve.

8. Model Optimism and Hope

Finally, Hamilton advocates for what she calls “irrational optimism.” Leaders who embody hope and resilience help shift the focus from polarization to possibilities. She stresses that even in difficult times, remembering the broader arc of progress helps maintain perspective.

Leaders who model this approach inspire their teams to look beyond current struggles and work toward a more inclusive and compassionate workplace.

The Last Word

Managing post-election tension at work requires compassion, respect, and a proactive approach. By fostering a respectful, supportive environment, holding space for emotions, and promoting open-minded conversations, leaders can create a workplace that thrives on diversity and unity.

As Hamilton underscores, staying connected and maintaining a collective sense of purpose are crucial as workplaces navigate this challenging period.

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