We Still Need to Talk About the Election at Work

​A week after the election, leaders are assessing how to address this moment of transition. Their response matters: It can either foster a culture of empathy or deepen feelings of disconnection.

Why We (Still) Need to Talk About the Election

There are as many valid ways to respond to an election as there are individuals. Some may feel validated, others scared. Still others just want to move on after a grueling election cycle. Government employees and those in fields like environmental advocacy or professions dependent on federal grants may worry about direct consequences, while others may anticipate positive regulatory changes. I don’t have to tell you that even in workplaces seemingly removed from politics, emotions can run high and the stakes can feel deeply personal.

As the realities of the transition set in, leaders must create space for all of these employees to feel acknowledged. In a previous post, I argued for connection amidst uncertainty. In workplaces, this means meeting employees where they are—and yes, this means talking about the election.

Test of Workplace Culture

Over the past week, I asked friends how their workplaces responded to the election. Most felt unseen. At one government all-hands meeting, the election was vaguely referenced as ‘the events last night,’ followed by mentions of ‘the good work ahead.’ A generic HR email at a tech company urged employees to ‘focus on the things we can control.’ One government relations executive callously alluded to employees ‘licking their wounds’ while cheerfully noting how the firm might benefit from the transition.

In contrast, a fellow federal employee shared that her manager set up a one-on-one and, seeing her distress, suggested she take the rest of the day off. After a prior election, I nervously approached my boss, who spent half an hour empathetically listening.

Try it on for size: Which of these approaches do you think will leave employees feeling more engaged and supported? While the initial moment has passed, the coming weeks and months will keep testing workplace culture. How—and if—leaders choose to respond matters.

Debunking the Myth of Neutrality

Over the weekend a non-profit CEO I sat next to on a flight shared that her workplace ‘doesn’t do politics.’ It’s understandable to worry that acknowledging pain or anxiety could be perceived as taking a political stance. But this is a myth: Addressing employees’ stress is not political; it’s compassionate. Imagine if the election had gone the other way; wouldn’t it still be important to create space for the millions feeling disappointed or uncertain about their place in the country?

Great leaders, as we all know, will mention the elephant in the room. As Fast Company points out “Failing to comment on major current events can make you appear out of touch or uncaring, while acknowledging news that has the potential to impact their lives can help employees feel seen, appreciated, and heard.” Bounded, empathetic conversations, like those I described in this pre-election post, can bring teams closer. In the words of psychologist Gabor Maté, ‘Psychological safety is not the absence of threat; it’s the presence of connection.'

Leaders Need Space, Too

Being a leader during times of change is both meaningful and overwhelming. The election affects you, too, and it’s just one of many concerns you face amid staff retention, shifting markets, and more. Your team is counting on you to care for your own well-being. The oxygen mask metaphor may be overused, but it’s true: Self-care lets you support others over the long haul. What’s more, modeling self-care and acknowledging your own waves of emotions sets a powerful example for your team.

A Compassionate Workplace–and Country

Workplaces have a distinct opportunity to approach the coming weeks with curiosity and compassion. The stakes extend beyond internal culture; leaders can play a vital role in contributing to national healing after this divisive election. Here are three practical steps:

1. Name the Anxiety. Acknowledge the emotions many are feeling, including that some may be celebrating while others are anxious or disappointed. Being explicit about emotions disarms their impact; as Dan Siegel puts it, ‘name it to tame it.’
2. Provide Space for All Reactions. You have a diverse workforce—politically, yes, but also in how individual employees deal with change and uncertainty. Some may need time alone, others may want to talk, and others might prefer practical next steps. Offer optional team discussions, one-on-ones, or flexible deadlines to show genuine care.
3. Refocus on Mission, Gently. Remind teams of the enduring value of their work. In government, the concept of Public Service Motivation reminds us that work can give us meaning. Across all sectors, change can bring out the best in teams. This perspective shift can be healing—but don’t rush the process.

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An Empathetic Transfer of Power

For a democracy, the peaceful transfer of power is non-negotiable. Post-election, workplace leaders have an opportunity to show that empathy is non-negotiable, too. You may no longer want to talk about the election, but its evolving impact will be real for many in the weeks, months, and years to come. There is no perfect response to meet the diverse needs of your team and that’s okay. What matters is the effort to acknowledge this election's ongoing impact and ensuring that your team feels heard and supported.