November 7th, 2024

NOTICING AND WONDERING

So, we are on the other side of the election and faced with big, differing feelings around what the future holds. Leaders are left wondering how to navigate their own feelings, what to say to their team (if anything at all), and how to get work done.

I notice LinkedIn blowing up with people making comments driven by empathy, kindness, and support and equally emotional responses fueled with angry, opposing views - ones that feel like an assault even as a passive reader just doing an average day’s worth of doom scrolling. 

Regardless of your political beliefs, one of our biggest groups - our country - is hot and hurting right now, and of course, this is going to show up at work. 

I wonder how we can increase cohesion and connection for the betterment of us all when it feels so fractured right now. In psychology, we know all relationships go through “rupture” and “repair. ” The US is enduring a rupture right now, and it makes me wonder what leaders can do to repair it, knowing that is where cohesion is built. 

Ruptures happen and are par for the course. Repair is where closeness and trust are built. 

We might feel out of control, but we can bring stability to our teams, which impacts how they feel about the world (this also increases team performance). 

I wonder how the average leader, without much training in coaching or how to contain a high-emotion environment, will fare in this post-election climate? 

I know well-intentioned leaders might even do more harm than good by 1) ignoring the feelings in the room or 2) inviting conversation without the skill to manage what people bring. 

And if you are a leader who minimizes or shames how people feel in response to the election, take a moment to pause and understand what is being triggered in you that makes it hard to empathize. This is an opportunity to deepen self-awareness as a leader and try a more effective approach. Empathy and emotional regulation are key indicators of a successful leadership. 

Remember, what we know from group and organizational psychology is that systems seek homeostasis so even when they swing extreme, history has shown there is always a counterbalance. We will find a way to equality, democracy, hard work, justice, diversity, and community. Hold hope (while acknowledging reality)  for yourself and the people around you. 

A QUOTE TO THINK ABOUT

A DEEP-ish QUESTION (or Six)

1. Neutrality: Am I modeling neutrality, respect, and focus on shared goals?

2. Shared Goals: What steps can I take to reinforce team cohesion and common purpose?

3. Psychological Safety: Do team members feel safe expressing concerns and viewpoints without fear of judgment?

4. Conflict: Am I actively observing team dynamics and addressing conflicts in a timely and constructive way?

5. Focus: Am I acknowledging emotions while still keeping the team focused on objectives and responsibilities?

6. Support: Are there tools, discussions, or resources available to help the team manage stress (ummm, we can help…)?

SOMETHING TO TRY

Here are actionable steps to try:

• Name the Elephant in the Room: Use “noticing and wondering” to notice the feelings on the team. “I notice ___ , and I wonder what does our team need to both feel heard and supported and to focus on the work we have to get done?”

• Maintain Neutrality: Remember, as a leader, people look to you. Put on your leader hat and keep a neutral stance. Empathize with the feelings (to show vulnerability) without sharing specifics around how you voted. 

• Focus on Cohesion: Ask yourself, “What will bring the team closer right now?” Open up conversation or close it down based on what best serves team unity.

• Empathize and Validate: Empathize with people’s feelings (“It sounds like you are feeling ____. It is so hard to feel ____, and I see how you would feel that way”). 

• Redirect Big Emotions: If someone shares big emotions (or cries) and it's clear they need more space and time, first empathize and validate and then offer to meet outside of this meeting and redirect ("It is so clear how much you care and your feelings are really valid. It's so important to talk about these things and my door is always open if you'd like to talk more after this meeting or any time. If it's okay with you, let's check in with others quickly (or continue to our agenda for today)."

• Balance Structure and Dialogue: Balance structure with open dialogue to provide safety while connecting people.

• Refocus on Shared Goals (Business Goals and Group Norms / Values): Acknowledge emotions and redirect focus to shared business goals. Revisit team values and norms for respectful engagement.

• Encourage Team Building and Resources: Prioritize team-building activities and make use of available resources (like Groops).

ANNOUNCEMENT

Are you a leader who realizes how important all of this is and also needs a bit more support managing all the emotions in the room? That's where we come in. Groops can offer customizable programs at an affordable price such as post-election Groops for Teams, De-Escalation Training for Leaders, or our standard team-building programs. Our experts in psychology create spaces of constructive dialogue for all levels of an organization to strengthen team culture. Let us know how we can help!

Thanks for reading, and keep on connecting :)

Best,

Bobbi

Bobbi Wegner, Psy.D.
Founder and CEO of Groops​: helping teams feel and function their best
Lecturer at Harvard University in Industrial-Organizational Psychology

If you are curious about a workplace dynamic or issue, send me an email at drbobbiwegner@joingroops.com and I will anonymously post it and respond. If you are thinking it, others are too. We can learn from each other. Also, if you are curious about the cohesion and health of your team, book a complimentary 30-minute consultation HERE with one of our Groop Guides.