In today’s complex business landscape, leaders are frequently expected to speak out about behaviors of people, groups, and governments they have no control over. Presumed to have great power and influence, they are expected to publicly condone or denounce behaviors far beyond their business operations.
Many colleagues have recently expressed concern over such expectations. Wanting to maintain a balanced and informed approach, they fear the consequences of saying the wrong thing. Is it possible to understand the causes of harmful behavior without condoning it? Can we still hold people accountable for that behavior?
Yes, accountability and understanding can work together. Let’s explore how leaders can navigate these expectations with integrity and compassion, without condoning behaviors they don’t want to encourage.
Consider the Timing
Extremist demands for immediate and explicit responses to events might leave you feeling pressured and potentially ill-informed. This is the worst possible time to take action, and they know it. Do not condone their harmful behavior.
Only you can be accountable for your conduct. Prioritize informed responses over immediate reactions, and respond when you believe you can contribute something meaningful to the conversation. Also, consult your legal counsel before responding publicly.
The Dangers of Remaining Silent
Silence can be interpreted as complicity or indifference, potentially damaging a business’ reputation and brand. However, taking a stand when you are under-informed can be even more dangerous. Most people can understand an individual taking action under duress, but they will not be as understanding of you.
Again, if you feel compelled to speak out formally or on social media, consult legal counsel first.
Leveraging Conflict Resolution Strategies
Drawing from my book, DIY Conflict Resolution, leaders can incorporate conflict resolution strategies into their approach. First, make the Seven Choices, so you do not respond when emotions are high and access to intelligence is low:
- Forgive yourself for being uncomfortable and feeling under-prepared.
- Acknowledge yourself for taking informed action.
- Forgive the world for putting you in this position.
- Free the emotions safely and privately.
- Clear your mind of all the fears and worry.
- Assume you know nothing about anything.
- Listen with your third ear for the hurts you can heal.
Then, take the Five Actions to get clarity on the dispute’s intersection with your business and to develop a cautious strategy:
- Define the conflict with the extremists succinctly.
- Identify the business’ interests in the conflict.
- Play with the full range of possible solutions to the conflict with the extremists.
- Create the future with a specific, measurable action plan.
- Stay on PARR, planning, acting, revising, and repeating, until you get the results you want.
Navigating Employee, Colleague, and Customer Expectations
Leaders must be accountable for proactively communicating how they will address social issues. This involves:
- Setting clear expectations regarding the business’ stance
- Engaging in ongoing conversations about the business’ values
- Providing avenues for employees, colleagues, and customers to express their views constructively
Start with People You Know Well and Trust Deeply
After the attack on the Capital in 2001, some of my followers expected me to speak up. To prepare, I engaged in several heated discussions that were deeply uncomfortable. Yet we were careful to ensure differing opinions were respected and valued. This allowed us to:
- Promote understanding of experiences, even if we didn’t agree with positions
- Bridge gaps in perspectives and honor our differences
- Create safe spaces to discuss issues in messy ways
Conclusion
Navigating extremist demands for comment requires a thoughtful and informed strategy guided by legal counsel. A holistic approach will allow you to strike a balance that aligns with your values while addressing the expectations of employees, colleagues, and customers.