Returning from a rejuvenating two-week vacation in Europe was a revelation for me. As an entrepreneur, taking time off has always been a challenge. Initially, my vacations were mere weekend getaways, but I’ve gradually expanded them, savoring the richness of extended breaks. This trip was unique—a spontaneous adventure following my partner to a conference in Prague, with subsequent travels to Berlin and Vienna. It felt like the rite of passage I couldn’t afford during my college years, now fulfilled.

I wrote every day as we traveled through these three historical cities, learning about the history and culture of the places we went. One of the most memorable experiences was taking a bicycle tour around Berlin, one of the most vibrant places I’ve traveled. The spirit of the city, juxtaposed with its tumultuous past during WWII and the Cold War, carried palpable historical weight – and I’ve been thinking back on it often, especially with a major election on the horizon.

Navigating the Political Landscape of 2024

The day we left Europe, U.S. politics surged with news—Joe Biden had stepped down as the apparent democratic nominee. Observing this from another part of the world gave me the space to really think about what’s coming next. We’re heading into an election season during a time that has been marked by political anxiety. How do we navigate workplace tensions during an election in such politically charged times?

Whether you’re a CEO, an HR professional, or a coach, I’m sure you’ve pondered over this same question. This isn’t unique to the U.S. either — many countries have concerns about authoritarianism and instability that tend to resurface around elections. Corporate leaders find themselves in a precarious position. Many CEOs feel isolated and hesitant to weigh in on issues for fear that they might alienate half their workforce. A number of CEOs and senior leaders that I coach are in a similar position right now.

While simply thinking about all of this can be overwhelming, there are some things that we can control and that might be a great place to start.

How can you maintain team camaraderie despite our differences? It’s increasingly tricky, but it can be done, and I’m going to share a couple of prompts to help you get started. The key lies in navigating these tensions with empathy and strategy.

Three Coaching Prompts for Leadership

1. What overall message do you want to deliver to your workplace?

I recently had someone from a University come and ask me what to do about divisions on campus. This was the question I asked that person. A good message is often about a reframe, and requires you to think carefully about what you’re trying to do. For example, you could focus on the well-being that’s at stake during elections. This can naturally tie your message into belonging, which is a good way to link things to DEI without making it feel loaded. You could also acknowledge the distractions people might feel during elections and the way people feel about constantly checking the news.

Remember that if you go in focusing on tensions, you might accidentally amplify them. Really think about the answer before you address anything at work.

2. How do you want people to feel?

If thinking about feelings sounds too warm and fuzzy for you, I urge you to reconsider how emotions are directly tied to results at work. For instance, you might want to foster a feeling of trust in the organization and in leadership, because trust is tied to wellbeing and high performance. You might also want people to feel acknowledged in their views and validated in their emotions. Ensuring employees feel heard and valued can significantly enhance workplace well-being and cohesion.

3. What behaviors would you like to see shaped as a result of your interactions?

Behavior is the final piece of the puzzle – the thing you can think about once you’ve considered the message and the feelings you want to promote. It’s important to start thinking about this now so you can do the planning work – don’t wait and try to wing it!

Behavior changes could look like management and leadership acknowledging that this is a hard time or that people might be experiencing a lot of strong emotions. Or, reminding employees to adhere to company values when interacting with each other. Taking this action can foster an environment where differing views are acknowledged but where corporate values prevail.

Starting at the Manager Level

Implementing these prompts should begin at the managerial level to ensure conversations feel REAL (Relatable, Equitable, Aware, Loyal). Authenticity is key—leaders should build familiarity and trust before broaching sensitive topics.

Election seasons are fraught with potential for workplace tension. By thoughtfully considering your message, fostering the right emotions, and encouraging positive behaviors, leaders can navigate these challenges effectively.

Feel free to drop me a note about the steps you’re taking to manage election tensions in your workplace. I’m eager to hear what’s working and what’s not. Let’s navigate these times together.