Leading Through Political Turmoil: For Leaders Who Don’t Know What To Say
Discover practical ways to guide your team through turbulent times.
Political events don’t stop at the office door. Right now, social media is full of traumatic headlines, marches are being planned in our cities, and people are feeling the weight of it all. Your team is too. If you’re wondering whether employees are distracted or struggling to stay engaged, stop wondering. They are.
This guide is for leaders who find themselves thinking: “I feel like I should say something, but I don’t know what.”
The truth is, not talking about politics won’t stop people from thinking, feeling, or whispering about it. Your silence can even be misread as indifference. Employees notice when leaders say nothing. Some wonder if their managers care. Others worry they’ll be judged if they speak up. Many feel isolated in their sadness, fear, or frustration.
So, what can you do as a leader? Here are five practices that make a difference.
1. Acknowledge What’s Happening
It doesn’t have to be complicated. Simply naming what’s going on shows your team that you’re paying attention. This matters deeply for people in communities who are being directly targeted. This is about acknowledging that people are affected by attacks rooted in racism, transphobia, Islamophobia, and other forms of oppression.
And remember: vulnerability builds trust. A leader who admits they are saddened or struggling too gives others permission to be human.
What it might sound like:
- “I want to acknowledge what’s been in the news, it’s heartbreaking, and I know some of you may be feeling this deeply.”
- “There’s a lot going on politically right now, and I don’t want to ignore it.”
2. Check In With Your Team
Create space for conversation, even if it’s just an invitation. Let people know you’re available and willing to listen.
What it might sound like:
- “In light of [this political event], I just want to check in. I’m here if you’d like to talk or need support.”
- “With everything going on, how are you doing? What would help this week?”
And remember, checking in doesn’t always mean a heavy meeting. A walk outside or a casual chat can help people open up. For those who prefer privacy, remind people of available or anonymous feedback channels where they can share concerns and find support.
3. Reduce Pressure
Flexibility is one of the most practical ways to support people in difficult times. Adjusting expectations shows care and makes it easier for people to focus on what matters.
Workload and priorities:
- “Would it help if we moved this deadline to next week?”
- “Let’s revisit our priorities together. What must be done now, and what can wait?”
- “I’m offering more work-from-home options this week so we can take some pressure off.”
Commuting and routines:
- Arrange buddy systems for colleagues who feel safer travelling together.
- Offer work-from-home options until people feel comfortable using public transport again.
- Review shift patterns and, if possible, provide transport or temporary adjustments.
4. Reassure Through Values
When the world feels unstable, people look for anchors. Your organisation’s values should be one of them. For Gen Z and Millennials in particular, who will soon make up the majority of the workforce, values are non-negotiable. They want leaders who lead with empathy, who connect decisions to purpose, and who create workplaces where inclusion and respect are lived, not just written down.
What it might sound like:
- “I don’t have all the answers, but I do know our values of respect and inclusion guide how we treat one another.”
- “Our values call on us to support each other. If you need space or flexibility, please reach out.”
- “When I suggest changes to how we work this week, it’s because I want our actions to reflect our values of care and inclusion.”
5. Remind People of Available Support
Not everyone will want to talk with their manager, and that’s okay. Some may even seem distant or disengaged for a while. Recognise that this can be a valid self-care strategy. Respect their boundaries, and ask what support looks like for them. Caring for people sometimes means giving them the space they need.
When you signpost to resources, make it personal and warm. Don’t just say “we have an EAP.” Share links directly and encourage people to use them.
What it might sound like:
- “There are mental health and counselling services available [insert direct link]. Please use them if you need to, they’re here for you.”
- “Support doesn’t look the same for everyone. If what you need is space, or flexibility, that’s valid too.”
Final Word
You don’t need perfect words. You don’t need to have all the answers. What your team needs is to know that you see them, you care, and you’re willing to lead with humanity.
This article was written by Brooklyn O’Sullivan, a Senior Diversity & Inclusion Consultant and Coach, inspired by Michelle MiJung Kim's blog on managing teams in times of political trauma, which has been reworked with Brooklyn’s own reflections for today’s challenges.
About Mildon:
Mildon is a consultancy specialising in equity, diversity and inclusion. We partner with organisations to design inclusive cultures that drive performance, innovation and growth. We help you move beyond short-term initiatives and create long-lasting change.
Our approach combines evidence, lived experience and practical tools so your leaders and teams can act with confidence.
Our capabilities include:
- Consultancy and strategy
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- Workshops and training
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Originally Released On 19 January 2026