Why leaders need to keep politics out of the workplace

By Joe Galvin

With a presidential election just around the corner, it’s hard to go virtually anywhere without hearing about politics. However, it’s rarely in an organization’s best interest to allow politics to enter the four walls of work.

Unless it’s a documented and publicly known part of a business’ culture, political talk simply has no place in the workplace. Just like discussions about religious beliefs, political discourse has the power to create charged, contentious and downright uncomfortable situations. Some people can feel impassioned about their personal opinions, which incites a heightened sense of emotion that can easily spiral in a work environment where employees can’t just walk away or block the person they disagree with.

For example, imagine a manager making a variety of comments about how they are endorsing candidate A and anyone who opts for candidate B is wrong. Meanwhile, one of their direct reports strongly favors candidate B. That direct report is either going to have to sit through their managers’ ramblings and bite their tongue in resentment or say something at the risk of inciting tension, putting them at odds with their superiors and creating an unequal playing ground.

Similarly, suppose two employees are assigned to work together on a project, but both have vastly opposing (and well-known) political stances. This immediately puts an iron wall between the two employees — even if they don’t find themselves in a heated exchange, they’ll be less likely to collaborate and find agreement even when they are focused on topics that have nothing to do with their political preferences.

In the worst case, either scenario could escalate to the severity of harassment, discrimination or retaliation. More likely, it will squander productivity and engagement , causing employees to feel isolated or like they don’t belong. It’s no surprise that a 2024 survey revealed that most (87 percent) employers are concerned about navigating the current polarizing election cycle. Political discussion often becomes distracting, decreasing engagement and efficiency.

That’s why leaders need to be very conscious about where politics reside, if at all, in their organization. Leaders of the company can not decide how everyone should think about politics, even if they are the sole owners of the company. Respecting individuals means giving them the space to have their own ideas and perspectives rather than shoehorning them into aligning with a leader’s beliefs. Some leaders may want to rally behind a specific affiliation or ideal. If that’s openly a part of the company’s identity, prospective employees can opt in (or out). However, most organizations fall into a “politically neutral” or “apolitical” territory. They have and want employees — and customers — who fall on both sides of the aisle. Politics can create problems with customers, and customers are the ones paying the bills. It is an unneeded risk to show a political stand that could alienate clients. Those leaders must proactively communicate clear guidelines about refraining from political discussion at work, with colleagues, vendors, and clients — just like they do when they establish broader anti-discrimination and harassment frameworks.

Particularly in an election year, leaders can’t just wait until there’s a problem — they need to set a standard for keeping politics out of the workplace and uphold these expectations from the top down. Politics should have a place in managers’ sensitivity training, making it clear that politically charged commentary will not be tolerated.

The First Amendment often comes up when we talk about banning political talk in the workplace. Of course, employees are free to say, do, and believe what they wish (within reason) when not at work. But they need to leave their beliefs with their flag or bumper sticker in the parking lot. When they walk into work, private employers have the right to regulate employee’s behavior for the benefit of the greater organization and its many employees. Many employers also implement social media policies, asking employees to keep their pages private and refrain from requesting colleagues or clients. While employees are free to repost their favorite candidate on social media, harassment and bullying are not allowed — making social media a slippery slope.

Organizations may operate in industries that are highly regulated and/or political in nature. That’s why it’s important to distinguish between politics and policy. Discussing policy is critical, as teams need to understand how overarching legislation could impact their business. I was recently in Washington, D.C., at our annual Vistage on the Hill conference with the U.S. Chamber of Commerce, and we spoke about a variety of key issues and policies impacting small businesses. But policy is objective. The line is crossed when colleagues begin discussing their personal preferences surrounding policy and support (or distaste) for candidates who align with these policies.

As we enter another pointed political season, leaders who determine they want to be apolitical as an organization need to take necessary steps to create an inclusive environment, regardless of affiliation. No one should feel isolated in the office because they prefer a specific candidate. To yield success, leaders need to focus on bringing people together — not wedging them apart. The best way to do this is by keeping politics out of the workplace altogether.

This story first appeared in Inc.

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