How can your company authentically respond to high-profile current events?

U.S. companies, along with politicians, academic institutions and many others, have started issuing position statements on the horrific developments in Israel.

With greater emphasis on corporate social responsibility, combined with the sheer human toll, many leaders who have stayed silent on troubling current events in the past may now be asking whether this is the time to speak up. This question has become perennial, whether in regard to global events such as Israel or more local news, legislative or judicial outcomes or social movements. The roadmap for responding can be complex. It also represents some level of risk in today’s highly conflicted environment. It’s no surprise that many companies stay silent, even where there is deep awareness and conviction.

For those companies that are contemplating how to approach what can be a daunting effort, here is the guidance I share with my clients to help them prepare public position statements — as well as some thoughts on taking no action.

First, seek multiple perspectives to define your company’s position
The CEO may have a clear vision of the company’s stance, but hearing from others will result in a more informed and thoughtful response overall.

It’s always interesting to conduct executive interviews in organizations that have proudly published position statements on controversial topics. Not infrequently, leaders will remark that they had little or no input into the position statement even though they are expected to support it publicly. It’s simple enough to declare a corporate position, but the best responses will always tap into a broader narrative.

To achieve that, reach beyond the usual collaboration of Legal, PR/Corp Comms and HR to draft the position statement. Gather input from senior leaders and other relevant stakeholders through brief 1:1 interviews. Employee or Business Resource Groups leaders can also provide important firsthand insights if the subject is relevant to their community.

Here are the topics to explore:

• How does this situation intersect with our business?

• What are the impacts to our employees, customers and the communities we operate in?

• How can we message this authentically?

• Does the company have any conflicts of interest or vulnerabilities, externally or internally, that would undermine our planned position?

• What is the contrarian view to the position we are taking? Do we acknowledge it and how?

• Are there any barriers or sensitivities we should be mindful of as we launch our position statement?

The final position statement likely won’t address all these points, but having the conversations will help ensure that you’ve covered your bases. There is significant value in being able to state that the company’s position reflects a broad range of perspectives. Finally, these discussions can generate content that is ideal for supplemental talking points and FAQs.

Strive for inclusion
Even in moments of stark moral clarity, there are still alternative experiences and perspectives that should be acknowledged as companies speak out.

U.S. companies operate in a highly polarized political, social and philosophical environment. Our workforce is one of the most diverse in the world, representing a vast array of race/ethnicity, national origin, cultural background and experience, among other factors. One community’s point of view may be contrary to the perspective or even lived experience of another. In some situations, it may be very challenging, from the corporate perspective, to acknowledge alternative facts or points of view. Yet doing so, if even in passing, can build trust and a sense of inclusion.

To frame this in today’s context, while many speak out in support of Israel and condemn Hamas, much less is being said about the plight of the Palestinian people as a humanitarian crisis deepens in Gaza. This may be a deliberate omission, an effort to avoid controversy or simply wasn’t considered. Regardless, it sends a message.

I encourage my clients to think through these dynamics very carefully, to ensure their position statement captures what they intended and doesn’t contain exclusions that send unintended messages. I also encourage my clients to consider potential future scenarios. What developments down the road might change the position they hold today? Would this change the way they are speaking out now? It sometimes does.

Finally, if this is your company’s first significant public position statement, consider explaining why now, why this. Many in your audience will want to know and a candid response will be appreciated.

Conduct due diligence
It mitigates risk and preempts avoidable backlash.

Our 24/7 news cycle provides quick feedback on what’s resonating versus what positions and messages are more controversial. As you prepare your position statement, track down what other companies have done, including those in your industry and region. It can also be useful to explore news and editorial sites that provide alternative views on the topic, to help identify themes or considerations it would be beneficial to address or at least take into account. None of this is to suggest that the company should change its position based on trends; just understand what context you’re working in when you release your statement.

Also, do a final, real-time news check immediately before going live. Facts change and new developments can shift perspectives in highly fluid situations.

Words matter, so choose carefully
The Canadian Broadcasting Corporation recently issued guidance against labeling Hamas as “terrorists” or “militants” in reporting. Al Jazeera consistently uses the term “Hamas fighters.”  

This example demonstrates why basic terminology in a corporate position statement needs to be carefully considered, to ensure that every word choice intentionally reflects the company’s position. Here again, partnering with your Employee or Business Resource Group leaders can provide valuable guidance on language or consult a variety of media or credible online sources to get a sense of how terms are being used.

This isn’t to suggest that companies should shy away from certain words or phrases that may be controversial to certain groups. Just be certain that you know what you’re getting into and be prepared to explain it (in lieu of issuing hasty follow-up retractions or apologies).

Consider alternatives to the all-employee CEO email
The CEO email is a powerful tool and the right one for companies that want to make the strongest declaration of their position. There are also viable options for a less visible and de-centralized approach.

Every company has a unique culture, so leverage the communication channels that are right for yours – regardless of what others might be doing. For example, a position statement could be delivered verbally at an all-employee town hall or posted on the intranet. The leadership team, HR and/or people managers could be equipped with a short list of talking points and FAQs to address the topic as it comes up in group or 1:1 conversations.

Provide resources to help employees work through their reactions
High-profile events can be stressful and negatively impact mental health and productivity.

Use the position statement to highlight relevant benefits from the Employee Assistance Program (EAP) and encourage employees and their families to access them. Some EAPs even have resources targeted to specific types of events or topics. Many employees tend to rely on their managers in crisis or troubling situations, so equipping managers with some basic talking points or reinforcing what external support is available can be very helpful.

Depending on the situation, also consider hosting listening circles. These forums provide employees an opportunity to come together in an open and supportive environment to share experiences and sentiments. Of course, listening circles should be carefully planned, communicated and executed to ensure the conversations remain respectful and aligned with your company’s core values.

Anticipate and prepare for feedback
There likely will be some.

Some employees may feel alienated by the company’s position and others may feel the company hasn’t gone far enough. Expect to manage both types of reactions.

To prepare, identify which function or individual will be responsible for addressing follow-up questions and develop FAQs in advance to ensure a thoughtful and consistent response. If your leadership team hasn’t already been engaged and briefed on the position statement, do so before it launches and provide them with a brief set of talking points so they too are prepared to respond to feedback.

Don’t feel compelled to issue a position statement if the company isn’t prepared or committed
The practice of releasing corporate position statements on current events has grown in prevalence since the summer of 2020, but if your leadership team isn’t comfortable with that path, don’t start down it.

Companies choose to stay silent for a variety of legitimate reasons, including no direct impacts to commercial interests or employees in the region; lack of the right resources to develop highly sensitive messaging; desire to avoid controversy; or lack of leadership consensus on what position the company should take in the first place — to name a few. Moving forward with a position statement under any of these conditions can easily result in inauthentic messaging/tone and skepticism from stakeholders.

It’s OK to forego a position statement. But do be prepared to explain why that decision was made. In fact, if the company’s practice is not to ever issue position statements, clearly communicate it.

I’ve facilitated many focus groups and listening circles in organizations that don’t make position statements. Employees will mention it and overwhelmingly, there is an assumption that the company doesn’t care about what’s going on externally and by extension, the company doesn’t care about people. Of course, this is rarely if ever the reality.

Proactively clarifying the company’s position for staying silent will go a long way with employees. They may not like that position, but at least they will know the rationale.

Finally, make a plan now for next time
We live and work in turbulent times and pressures for corporate transparency and action are ever increasing.

Being prepared to respond (or not) to critical current events is fast becoming a mainstay in corporate DEI and PR strategies. I’ve long encouraged my clients to develop a protocol for addressing them, to speed response time and also manage expectations on what topics employees can anticipate their company will speak out on. It provides companies the opportunity to be more intentional about the positions they will speak out on, instead of reactively making a decision each time a critical event unfolds — a practice that quickly leads to cynical employees.