As election results roll in faster than expected, workers across the nation are grappling with unusually high stress levels that inevitably spill over into their professional lives. This challenging situation particularly affects managers, who are already navigating the complexities of a high-stress work environment. Speaking to HR Dive, Rachel Marcuse, chief operating officer at ReadySet, a consulting firm that focuses on culture building, highlighted the added pressure on managers. She emphasized that they serve as the front line in dealing with the aftermath of election outcomes and the resultant dip in employee engagement.
While many employees have indicated through multiple surveys that they prefer avoiding political discussions at work, the high-stakes nature of the current election will likely invite such conversations. Marcuse, along with legal experts, has advised that the solution is not to ban political chatter altogether. Historically, politics has always been a recurring topic in workplaces despite being seen as taboo. Instead, she suggested that managers could be trained to manage not just this political event but also other difficult conversations often encountered in the workplace. This skill involves fostering trust and honesty, enabling open dialogues around challenging subjects that can benefit the workplace in the long term.
Give Managers Scripts and Emphasize an Open Door
One effective strategy to manage workplace tensions during election results is providing managers with scripts to approach distressed employees. According to Marcuse, equipping managers with a set of questions, such as "I know there is a lot going on. How are you doing?" can serve as a helpful starting point. This approach signals to employees that managers care about their well-being and are open to conversation, without imposing. It is crucial for managers to extend an invitation for dialogue while allowing the employees to decide whether to engage.
Additionally, managers should clearly communicate available resources to employees who may need extra support. Resources such as Employee Assistance Programs (EAPs) and employee resource groups can be beneficial for those seeking professional help or peer support. By effectively using these tools and strategies, managers can make employees feel heard and valued, which Marcuse identifies as one of the most vital elements in managing workplace stress and anxiety.
Be Clear with Expectations and Boundaries
The role of HR professionals in enabling managers to set clear expectations and boundaries cannot be overstated. Marcuse points out that it is unrealistic to expect managers to take on the role of therapists. Managers need access to channels where they can seek support if they are overwhelmed. Peer support groups and employee resource groups (ERGs) can provide valuable assistance, fostering a sense of community and shared understanding among managers facing similar challenges.
When workplace disagreements escalate to the point where managerial intervention is required, it is essential to strike a balance between accountability and support. Marcuse suggests that managers begin by listening to the concerns and then tie the discussion back to the organization’s core values. Managers should feel empowered to take necessary actions if accountability measures need to be enforced. Clarity in expectations is crucial to ensure that employees understand how these expectations translate into acceptable workplace behavior.
Think Structurally About Who Might Be Most Affected
As election results come in faster than anticipated, workers nationwide are experiencing high stress levels that impact their professional lives. This is especially challenging for managers, who already operate in high-stress environments. Rachel Marcuse, COO at ReadySet, a consulting firm specializing in culture building, spoke to HR Dive about this issue. She noted that managers are at the forefront of managing the impact of election outcomes and the resulting decline in employee engagement.
Despite many employees indicating through surveys their preference to avoid political discussions at work, the current election’s high stakes make such conversations likely. Marcuse and legal experts advise against banning political discussions entirely, noting that politics has always been a recurring and often taboo topic in workplaces. Instead, they suggest that managers should be trained to handle not only political events but also other challenging conversations common in the workplace. This skill involves fostering trust and honesty, encouraging open dialogues on difficult subjects, ultimately benefiting the workplace in the long run.