Social Issues: When It Comes Time for Leaders to Speak Out

We often hear from CEOs and top-level leaders that they don’t want to speak on an issue out of concern that it will offend employees or cause backlash among key stakeholders — that, by addressing the issue, they are inherently taking a side on a sensitive or polarizing matter.

Our recent research, conducted in partnership with The Harris Poll in the wake of the Israeli-Palestinian conflict, shows that a lack of response couldn’t be further from what employees need from their leaders today. 

The research revealed that, while 51% of employees indicated they were affected in some way by the events in the Middle East (significantly more than might be expected based on population numbers and even those who had friends, colleagues or other direct ties to the region), only 21% of employees report receiving any internal statement on the matter. Even fewer (16%) reported outreach from their manager.

While a boundary may have once existed between our professional and personal lives in the past, that divide has all but disappeared. Issues outside the workplace are clearly impacting employees’ well-being, and that impact intensifies when leadership is silent. 

At its core, the research underscores a principle that we’ve long known to be true: Leadership is not a sideline sport. Today’s leaders must actively lead with heart and address issues head-on — not by taking a side of an issue, but by communicating to employees in a way that brings empathy and humanity into the workplace and helps employees know that people care about them.

So, what does this mean for internal communications today? Read on for additional key findings from the research, and the implications for leaders and communicators: 

Saying nothing says everything. 

The only “side” to take is that of your employees — especially given its impact on their well-being. Employees who said their company did not make a statement reported just 10% confidence in company leadership. If we’re going to advocate for something, then let’s advocate for concern and humanity toward employees.

Missed communications are a missed opportunity. 

In comparison to the 10% figure above, effective internal communication on the matter led to a 4 to 6 times increase in critical business drivers: confidence in leadership, alignment around culture and employee engagement.

Don’t assume employee silence means employees are OK. 

Know what your employees think about and the issues, topics and concerns that impact them. A greater percentage of employees’ well-being may be affected significantly by issues than senior leaders might expect — as shown by the 51% of employees who indicated they were affected by the Israeli-Palestinian conflict (25% of which had no ties to the region).

Craft your communications with what matters most to employees. 

As an addendum to The Harris Poll survey of employees, we also polled 118 internal and senior communication professionals to understand the essential elements of internal communications when issues arise. This group identified 12 critical components, and they are led by what we call ACE: authenticity, concern and empathy. 

Be intentional about how you address and reflect these because, even when you think you’re using the right words, employees don’t often see it the same way.

Remember, it’s not ‘one and done.’ 

Communicating an internal statement isn’t enough to impact employee well-being alone. The true impact comes when these statements are coupled with manager outreach. 

The research found that managers generally did well when they communicated directly. When employees reported meeting with their manager, 43% felt strongly that the conversation made them feel more engaged, and 42% felt strongly that their manager was empathetic.  

Managers hold the key, and we must support them and hold them accountable. 

The lack of manager conversations (only 16 percent) reflects the need for greater accountability, development and the tools to help them. Managers don’t need to carry a message forward, solve an issue or have all the answers. 

Instead, we need to help prepare them to listen, empathize and demonstrate support. In many organizations we work with, we hear from leadership that there’s a breakdown in communications at the manager level. 

If you invest in just a single internal communications improvement this year, then focus on upskilling and equipping managers to listen, empathize and support their employees, not just make organizational messages relevant for their people.  

Update the playbook.

If you have a playbook on communicating about social issues or guidelines, then take time to rethink how you approach communications through the lens of what matters to employees. Revisit the playbook with key decision-makers across the business and update it where necessary.

If you take away one thing, then remember: The time is now to show you care. We’re in a permacrisis, or feeling of tremendous permanent uncertainty, as Adam Grant, author and professor at the Wharton School, recently called it. Issues will continue to increase in a compounding fashion. 

We must help leaders to lead with their heart in their head. By combining heart and head in leadership, leaders can create a more holistic and balanced approach that is focused on both the well-being of individuals and the success of the organization.

As the adage goes, when you take care of employees, they’ll take care of the business. Companies cannot win in the marketplace without first winning in the workplace. In the moments that matter most, make employee concern a top consideration when thinking about communicating effectively.