How to protect your organization and your people this week

Leaders of every organization in the United States will need to consider the impact of the election on their organizations and their people. Possible scenarios range from ‘business as usual’ to situations where employees are no longer willing to cooperate or where there is election-related violence. A victory on either side could result in a radically different future, along with the possibility of threats, protests and other disruptions.

A recent survey of 67 resilience, risk, security and crisis leaders found that 91% of respondents believe violence is likely to occur. Sigma7. While 70% of business leaders in the United States are reportedly concerned about the US election, about 1 in 4 respondents say they are unprepared to deal with political risks, according to research from Beazley Insurance. “As we get closer to Election Day and the results, workplace divisions may increase as employees bring their personal views and fears into workplace discussions,” wrote Daryl Brewster, CEO, Chief Executives for corporate purposes (CECP).

In addition to the elections themselves, other factors also contribute to the polarization of American society. These include anti-abortion statements, pro-Israeli and pro-Palestinian activism, AI deepfakes, and conspiracy theories going mainstream. In addition, companies and other organizations are confronted with reputational risks. Unhappy employees may use social media to draw negative attention to their employer, which can cause reputational damage and financial loss. And disturbingly, that is now the case acceptance among Americans that violence is a valid means of settling political disputes.

This is unknown territory. In the absence of a definitive roadmap, I wanted to know what companies need to do to ensure their operations are not disrupted and that employees feel protected and supported. What follows is a new playbook that leaders can use to shape what their organizations can proactively do and how they can respond to unexpected events.

Stick to your purpose and principles

Being authentic for what your organization stands for because is the basis for all communications and actions taken in response to politically based disruption. At Wesleyan College, this week’s actions will be inspired by the Methodist legacy of teaching participation in sacred conferences – a practice of discussing differing viewpoints with respect, humility and a genuine desire to understand one another. “Our ‘Culture of CARE’ principles have never been more relevant than they are today,” said Meaghan Blight, president of Wesleyan. “By upholding our commitment to responsibility, respect and equality, we create space for meaningful dialogue across political differences while maintaining our shared sense of community.”

Build confidence in election security

Only 44% of the public is “a lot/quite a bit” confident that votes in the 2024 presidential election will be accurately counted, according to a 2023 poll from The Associated Press-NORC Center for Public Affairs Research. It matters that so many Americans are concerned, and their concerns should be taken seriously. The Conference Board believes business leaders can play a key role by devoting resources to pre-election security measures that address common misinformation narratives. To support leaders, the organization has a Election Toolkit with sample messages that can be shared with employees.

Engage your Chief Diversity Officer (CDO).

CDOs are likely already aware of current and potential legislative issues and are assessing them for how they will impact their organizations. They can play a key role in protecting companies from internal disruption and division. They can also use this knowledge to involve CEOs in scenario planning. Particularly related to the outcome of tomorrow’s elections and what the outcomes will bring in 2025 and beyond. “Other CDO tactics include monthly meetings with the company’s government affairs team, consistent discussions with their general counsel to prepare for potential DEI-related lawsuits from states and organizations, and, especially for large organizations, placing a team at Capitol Hill made up of representatives from the DEI function,” said Ruth Umoh, editor of Fortune.

Prioritize co-creation and collaboration

Employees in most organizations are likely to be passionate about many of the issues on the table and may feel quite anxious after the election. “The Presidio Graduate School has a culture of co-creation, collaboration and inclusivity that allows for the inclusion of diverse viewpoints,” said faculty chair Marsha Willard. Presidio regularly gathers its community to share appreciations; announce new information; addressing problems with solutions; and grapple with puzzles that may not have an immediate solution. “Because this is a normal practice, we have built a trust over time that makes dealing with current issues manageable,” says Willard.

Provide resources for emotional and psychological support

These elections are very stressful for employees, and mental health resources can help employees deal with emotions in a constructive way. CESP suggests that organizations provide access to employee assistance programs, mental health resources, and stress management workshops. “Prioritizing employee well-being contributes not only to employee health and happiness, but also to the overall success and sustainability of the organization,” writes Daryl Brewster, in How to Unite Workers During the 2024 Elections.

Stay neutral in company messages

CECP recommends avoiding political messages in official communications. For example, instead of abstract, vague and controversial terms, organizations should use concrete, specific and common sense examples in inclusive language to create a sense of unity and connection. Organizations should also encourage managers to engage in dialogue with employees about important values ​​underlying democracy, such as freedom, justice and unity. In general, it is important to remind employees that the workplace is a neutral ground where the emphasis is on collaboration, growth and mutual respect. “It’s also a good time for business leaders to advocate for unity, and when employees with different political views can feel heard, valued and respected,” Brewster writes.

Establish a relationship with law enforcement

“If you haven’t already done so, now is a good time to establish liaison relationships with local law enforcement agencies as well as their state or regional fusion center to complement the organization’s intelligence gathering efforts,” says Dr. Marisa Randazzo, Executive Director of the Ontic Center of Excellence. She believes this is also a good time to create multidisciplinary teams to address the threat of workplace violence and conduct tabletop exercises to work through possible scenarios.

Prepare for political unrest

How do you deal with threats to your organization? How prepared are your employees – at all levels – for political unrest? What kind of training have your leaders, site management teams and staff received for crisis situations? What risk management measures, business continuity and emergency management plans have you put in place? How quickly can you deploy them organization-wide in the event of a crisis? Unfortunately, these are all questions that are important to answer, according to Dr. Mike Blyth, Chief Revenue Officer at Sigma7. This starts with consulting with your internal risk and security team, conducting an audit of your existing procedures and creating a tailored resilience strategy.

“The strength of our university lies in our ability to learn from each other, especially when we have different perspectives,” Blight said. “In times of political transition, we must remember that our shared commitment to education, understanding and mutual respect transcends partisan divisions.”

Every leader will have to think this week about how to protect their people and organization. Blight’s message is something everyone should take to heart.