Leading in Anxious Times: Lessons from the 2016 Election
As the most divisive election in modern history looms, leaders must prepare for its aftershocks
As the sky darkened, employees scrambled to wrap up their work day. I overheard chatter about Pantsuit Parties in Brooklyn as we headed home early in anticipation of an historic evening. Hillary Clinton was strongly favored to win the 2016 election that night. Finally, the first female president of the United States.
At that time, I was president of a cable television network in New York City. Six of my seven executive team members were women and people of color. Together, we transformed a once stagnant channel into a hive of bold ideas and creativity. Most of us expected that electing Mrs. Clinton would build on the Obama administration’s momentum and propel us even closer to an equitable work environment for people of all races and genders. As a gay man, I was hopeful that her presidency would mean continued support for the LGBTQ community.
As I prepared to leave, my head programming executive stopped by, her face shining with optimism. The mother of two boys, five and eight, she had been an integral partner in helping me build a more diverse and inclusive culture at the network. She said, “I just realized, my sons will grow up only ever having known a black man and a woman as president. Just think of how that representation will change the world for future generations.”
That statement still gives me chills.
We all know how that night ended. To everyone’s surprise (including his), Donald Trump was elected president. I had not expected or prepared for this outcome — or the impact it would have on my own leadership plans in the following days. Gone was the illusion that politics and corporate life were not inevitably intertwined.
The day after the election, my 10 a.m. weekly direct report meeting felt more like a funeral than a strategy session. Shocked executives vented confusion and frustration. Some placed blame, speculating about the “kind of people” who had supported Trump, and that “the heads of corporate must be happy.” How could this happen? What did this mean for the country? How would they explain to their kids that a man who bragged about grabbing women’s crotches was now the leader of the free world? It occurred to me that all of this fear and division could have a real impact on the progressive work culture we had worked so hard to create.
At times like this, it can really suck being the boss. As much as I wanted to commiserate and express my own concerns, I knew that we had to shift focus back to business needs. I set clear expectations: Steady the ship while remaining sensitive to everyone, regardless of political persuasion. It wasn’t what everyone wanted to hear at that moment, but they rallied and got on with the work.
Aftershocks continued to ripple in the coming days and weeks. Some on staff, particularly women and people of color, assumed that Trump’s win meant our work culture would change, and we would no longer be committed to inclusion and diversity. At first, I didn’t understand this response. But the more I talked to employees and examined my own blind spots (and yes, white privilege), the more I understood. For many, the election felt like the realization of their worst fear: Americans don’t really care about equality. The “progress” of the preceding years hadn’t been real at all. At the same time, it occurred to me that those who voted for Trump could fear being penalized or ostracized by co-workers. Everyone — yes, everyone — deserved understanding.
After years of building mutual support and trust, I could feel people’s walls going up. Typically outgoing employees avoided my gaze in the hallway. Easy and light conversations at the coffee machine became whispers behind closed doors.
Looking back, I learned a huge lesson from this period. By not preparing for the election’s unanticipated outcome, we were left scrambling to respond in real time. This November’s presidential election is the most contentious in recent history. The potential for division, distrust and disruption within work cultures is tremendous. Leaders who care about building an equitable culture can and should prepare an action plan now. Here are some proactive steps to take:
- Develop forums — in small groups, or one-on-one — where employees can express concerns and fears in advance of the election
- Publicly acknowledge the politically divisive time we are in and your company’s commitment to fair treatment of all employees
- Define your vision for equity at your organization and share a roadmap for implementing those values
- Discourage teams from prejudging co-workers based on assumed political affiliation
- Encourage employees to focus on shared values and policies within the workplace, rather than on divisive external politics
- Communicate your company’s commitment to inclusion verbally and visually through regular conversations, signage and branded merchandise
- After the election, follow through on your cultural promises in measurable ways to reassure anxious employees that your commitment to equity is stronger than ever
During this tumultuous period, it’s extra critical for leaders to calm unstable environments and light the way forward. While no one can anticipate every variable, we can and must apply lessons from the past to create organizations in which everyone can thrive. Leaders, now more than ever, have the obligation to make bold commitments and follow through on them for the well-being of our employees and our bottom lines.
