Leading the Day After

On the heels of one of America's most polarizing elections, up to half of your workforce may feel unhappy, scared, anxious, angry, or distracted. You might feel the same way. Violence may even occur—but regardless, you must lead and help your team stay focused.

Should you avoid the topic, enforce a "no politics" rule, and ignore this emotional moment? This standard approach has proven ineffective. An October 2024 Gartner survey found that 47% of employees avoid coworkers due to political views, and a 2022 SHRM study reported identical levels of political disagreements at work. Business Insider found just this week, “In a survey of 1,000 US managers conducted online in October by ResumeBuilder.com, 38% of respondents said the election had already hurt morale and productivity. Seven in 10 managers are worried tensions will worsen after the election.” As AI assumes more individual tasks, pushing work toward team-based efforts, our diminishing ability to collaborate effectively threatens both productivity and performance.

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Politics vs. Polarization at Work

Unless your company has an established ideological stance like Ben & Jerry's, Patagonia, Chick-fil-A, or Hobby Lobby, avoid weighing in on wedge issues—the Bud Light controversy serves as a cautionary tale. However, sidestepping political issues doesn't mean avoiding the challenge of bridging divides with both employees and customers. Acknowledge heightened emotions and validate your people's right to their beliefs around social, cultural, and political issues. Most importantly, ensure they feel seen, heard, and most of all–respected.

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The Power of Respect

Studies consistently show that workplace respect unlocks performance, while disrespect accelerates attrition. A 2021 MIT study identified respect as the primary factor in establishing high-performance culture: "Respect is nearly 18 times as important as typical factors in predicting a company's overall culture rating, and almost twice as important as supportive leadership." Similarly, Seth Godin's global survey of 10,000 people across 90 countries (Song of Significance, 2023) revealed that growth opportunities, achievement, respect, and autonomy define the best jobs. Your people want to do hard things, they want to be part of something bigger than themselves. They want to exceed their own expectations, and they want to do that all with respect and autonomy. This is your opportunity– if you can lead your way through this moment to help your people feel seen, heard and ultimately respected you will outperform your competition.?

?Understanding Our Current State

The Augmented Era?

We've entered what many call the Cognitive Era, Augmented Era, or Fourth Industrial Revolution. In this new landscape, artificial intelligence will increasingly handle cognitive tasks once exclusive to human intelligence. Our success now depends on effective collaboration—both with these emerging technologies and with each other. The stakes for human collaboration have never been higher.?

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The Roots of Polarization

While many blame our current polarization on recent factors like COVID-19 isolation, social media algorithms, and divisive political rhetoric, the reality is more complex. Our path to this moment reflects biological, cultural, and technological shifts spanning more than fifty years.

?Robert Putnam's seminal work "Bowling Alone: The Collapse and Arrival of American Community" (2000) documented a stark decline in social engagement and civic participation over several decades. This erosion weakened what Putnam calls "bridging capital"—connections between diverse groups—while strengthening "bonding capital"—connections within similar groups—creating the foundation for today's polarization.

?The impact is profound. In his 2023 report "Our Epidemic of Loneliness and Social Isolation," Surgeon General Dr. Vivek Murthy reveals that approximately half of all adults report experiencing loneliness. Research published in Social Cognitive and Affective Neuroscience (Cacioppo et al., 2015) shows that loneliness triggers increased amygdala activation, heightening sensitivity to perceived social threats—even when none exist. This neurological response primes us for "us versus them" thinking.

?We're experiencing societal shifts comparable to the transformative period of electrification in the 1920s. Today's changes in technology, demographics, gender, work norms, and economic inequality mirror that era's upheaval. For some, these social and cultural changes feel threatening; for others, the transition from industrial to digital economy has left them behind. The deterioration of social mobility and community trust leaves many feeling helpless.

?Social media algorithms optimized for outrage and political rhetoric exploiting fears have amplified these underlying tensions. While reforming these systems would help, the fundamental challenge lies deeper—in our fraying social connections and diminishing sense of belonging.

?As traditional community institutions decline, the workplace has become a primary source of belonging and mental health support. For some of your people the workplace may be their only tether to consistent social connection—the center of their belonging. This reality places extraordinary responsibility on leaders. While this pressure may seem unfair, it presents an opportunity to not only enhance organizational performance but also help rebuild our social fabric. Through thoughtful leadership, you can help your people find connection and purpose while bridging the divides that challenge our society.

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Leading Through Division

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Achieving Respect: Civility and Psychological Safety Rule?

When addressing corporate audiences about bridging divides, I use a sports analogy to illustrate polarization without delving into politics. In Boston, we famously root for two baseball teams: the Red Sox and whoever beats the Yankees. This century-old rivalry ignited in 1919 with the trade of Babe Ruth—one of baseball's greatest players—from the Red Sox to the Yankees. Known as the "Curse of the Bambino," this trade preceded an 86-year World Series drought for the Red Sox, despite having won four of six titles before the trade.

This deep-seated animosity exemplifies "affective polarization"—the intense dislike and distrust of those holding opposing views—versus mere "ideological polarization," which reflects a simple divergence of beliefs. While ideological polarization represents disagreement, affective polarization escalates to emotional rejection and distrust.

Leaders must tackle this challenge directly by acknowledging our country's polarized state while creating workplaces governed by civility and respect. Ideological differences at work aren't just acceptable—they're valuable. We develop stronger solutions and serve our markets better when we embrace cognitive diversity and work through challenges together.

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Research by Alison Reynolds and David Lewis confirms that intentional cognitive diversity, combined with psychological safety, enables teams to excel at complex problem-solving. Dr. Amy Edmondson's groundbreaking work in 1999 defined psychological safety as "the belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes, and that the team is safe for interpersonal risk-taking."

For this to succeed, employees must feel secure in expressing dissenting views, particularly when their perspectives might reveal leadership blind spots. This security only exists when people feel genuinely respected and know their voices will be heard without fear of retribution.

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The Rules of Engagement Imperative and the Power of Shared Purpose

Establishing clear ground rules for interpersonal engagement is essential, anchored in shared beliefs and common values. Just as Red Sox and Yankees players share a fundamental love of baseball despite their rivalry, Americans share core democratic values. A recent Associated Press and NORC Center for Public Affairs poll reveals that most Americans (78-98%) strongly or somewhat agree on fundamental democratic principles—from voting rights and equal protection to religious freedom and freedom of the press.

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As a leader, your opportunity lies in emphasizing shared organizational values while honoring individual differences. Kim Scott, author of "Radical Candor," addresses this balance in her recent book "Radical Respect," exploring how to foster individuality while maintaining cohesive respect without forcing conformity, notably when to call out violations whether they are bias-based, prejudice, or bullying.

Since the pandemic, culture and purpose have emerged as primary factors in both attracting and retaining talent. Consider these essential questions:

• What values unite your organization?
• Why does your organization exist?
• What impact do you make on the world?
• How is the world different because of your work?

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Consistently remind your people of:

1. The meaningful change your organization seeks to create
2. How achieving the company's vision advances their personal growth
3. The ambitious vision they can be part of—a purpose larger than themselves

?The combination of respect, inclusion,and aspiration doesn't just motivate—it catalyzes peak human performance. By creating an environment that honors both shared purpose and individual dignity, you set the stage for exceptional achievement.

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Building Trust in an Era of Institutional Skepticism

Trust in traditional institutions has reached historic lows, according to Pew Charitable Trusts tracking—particularly regarding facets of the federal government, Congress, and the Supreme Court. However, the 2024 Global Edelman Trust Barometer reveals a striking contrast: businesses are now viewed as the most competent and ethical institutions globally, surpassing both government and NGOs.

?In the United States, the trust hierarchy is clear:

• 79% trust their employer
• 53% trust business in general
• 40% trust government

?This trust advantage presents a unique opportunity for business leaders to unite their people around shared mission and purpose, helping to alleviate broader societal fears and divisions.

Harvard Business School Professor Frances Frei, who specializes in trust dynamics, identifies three essential components of trust:

1. Authenticity: Creating genuine connections with your peopleDo they experience the real you?Is your leadership persona authentic?
2. Logic: Crafting and communicating visionIs your strategy clear?Can you articulate the path forward?
3. Empathy: Relating vision to personal impactHow does your vision affect your people?What does it mean for their future??

Frei's research shows that while leaders can "wobble" in one of these areas and maintain trust, faltering in two or more will compromise trustworthiness. Remember: Trust is your organization's most valuable asset. Every interaction either builds or burns it—there is no neutral ground in trust-building.

Creating Unity Through Vision

Bold visions unite people across differences. Consider the "Overview Effect" experienced by astronauts—seeing Earth from space reveals a world without borders where human divisions disappear. As President Kennedy's 1962 moonshot speech energized a generation, leaders today can unite teams around ambitious goals that transcend current divisions.

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Conclusion

The workplace has become a crucial source of belonging. A 2023 UKG Workforce study found that supervisors impact mental health as much as spouses (69%) and more than healthcare providers. While this responsibility poses challenges, it also presents an opportunity to strengthen organizational performance while rebuilding social connections. By leading with respect, purpose, and vision, you can help your organization thrive while bridging societal divides. This may just be our “Moonshot Moment” and the “Hard Thing” asked of our generation. We will rise to it? There is no better time to start than today.

www.heathermcgowan.com

Heather E. McGowan is a leading future-of-work strategist who guides organizations and leaders through the Augmented Era—a time when competitive advantage stems from optimizing human performance through collaboration and shared vision.As a sought-after keynote speaker, McGowan illuminates complex topics through research-backed frameworks and compelling metaphors. McGowan is the co-author of both The Adaptation Advantage (2020) and The Empathy Advantage (2023)