There have been significant social and cultural events over the past couple of months – both nationally and internationally. These have raised issues and concerns for many of the leaders I speak with in terms of what to say or how to acknowledge (or not) these events in the workplace. Specifically, I refer to the Voice Referendum and the October 7^th Attack and resulting war involving Gaza and Israel.

These events have raised questions for team leaders and heads of department, and sparked conversations about a leader’s role in navigating complex and distressing circumstances and events in the microcosm of their workplace and work teams. For example, leaders are asking –

• Is it ‘right’ to talk about them?  
• If so, What do I say?
• What if I open Pandora’s box? What if people get upset?

I completely understand their hesitation and concern. And it is a healthy response. These are complex issues, and it is helpful when leaders are thoughtful and caring in their actions. But how do we decide what is important and relevant to our professional roles and workplaces? And how do we decide why, when, and how to address such complex social, political, and cultural issues and events? Is this beyond the mandate of a leader?

Let us anchor this to a few relevant touchpoints for effective leadership.

Work is a part of life, and workplaces are social and cultural spaces. Our awareness, and distress, at challenging events and conflicts do not disappear when we walk into work. They remain part of us and may influence our interactions – positively and negatively. Leaders can play a powerful role in setting expectations and culture, with the aim of creating a workplace and team environment that is safe and inclusive for everyone.

Power and role. Leadership positions come with formal power and a platform for speaking at a team or department level. This is why many leaders feel an expectation or even pressure to make a statement of sorts when things happen. Team members turn to their leader for direction, clarity, and reassurance, just as a child turns to look at their parents and check for their response and direction. A thoughtful and timely response is helpful.

What does this mean for effective leadership? This can mean that it is helpful if a leader can step up and address the situation quickly and confidently. And I do not mean address the specifics of an issue or situation (or indeed share an opinion or position either); but acknowledge that it is part of our reality, and it is having an impact on us, and on our patients. This takes a huge amount of self-awareness and self-regulation. It is difficult to find something to say that is both acknowledging and respectful of the complex and distressing nature of an event and be reassuring and containing at the same time. But speaking honestly and confidently about the complex and difficult nature of situations is validating and reassuring. This is part of how leaders create a safe workplace culture.

Workplaces can be safer when team members feel that:

• It is safe to have difficult and challenging conversations
• Diversity and difference are part of life, and it is safe to hold personal views and have feelings and emotions (and that it may also not be helpful to share these in full at work).
• It is safe to talk about complex issues and there be no ‘one truth’ or absolutes in terms of right and wrong, good or bad.

So, what can this look like in leadership actions and behaviours?

Leaders can acknowledge the social and cultural climate in the workplace using careful and thoughtful words. They can show that everyone is welcome and safe at work by ensuring that behaviour and communication is respectful. They can also encourage staff to regulate and monitor personal views and beliefs.

Leaders do not have to provide expertise on these situations. They do not have to have an opinion, hold a point of view, or know all the relevant knowledge and information. Rather, their leadership task is to make their team feel safe and supported so that they can do their job and work effectively. Communication and self-awareness are key.

Here are some pointers for crafting a message to your team to provide safety and support:

1. Be open about the challenging nature of the situation (validate the intensity rather than minimise or trivialise to contain) for example:

• “This is a very challenging time, and it will be upsetting for many of our staff, and our patients.”

2. Validate that this can be experienced in the workplace as well, as it is part of society:

• “It is important to me that everyone feels safe coming to work and working as part of our team”

3. Provide clear guidelines and expectations for action and behaviours:

• “I ask that you are respectful in the way you speak about these issues, and understand the depth of different views, different histories, and different experiences, and – in many cases – trauma related to this.”

You may also want to acknowledge the broader support services that are available in the workplace and community should anyone look for further support. The support services, such as the ones below, could be shared via an email or a noticeboard:  

• Phoenix Australia for information about trauma, its effects and best practice treatments www.phoenixaustralia.org
• Headspace: 1800 650 890
• Beyond Blue: 1300 224 636.

By Dr Anna Clark (PhD)
Leadership coach and educator at AMAV

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