Welcome to the Executive Coaching newsletter!  This quarterly newsletter focuses on a topic of importance to many leaders, and I welcome any topic suggestions or feedback.  Feel free to forward to others in your network.  This is not the typical format for my Executive Coaching Newsletter but reflective of multiple requests for “just in time” learning on the topic of how leaders can respond to thoughts, feelings, or conflict on your team related to the election results and/or upcoming political transition.  There is not a lot out there on this topic so if you see something and want me to update everyone, please send it my way.  This is what I have found to guide us, see below.  I also would strongly recommend that any official and/or written communications are approved by your leadership given the sensitive nature of this subject matter. 

Quick Reads

How to Talk to Your Team the Day After the Election by Harvard Business Review.

How to Not Let Election Passions Roil Your Workplace by Harvard Business Review

How to Manage the Election at Work by Fortune Magazine

Here’s how HR leaders can help workers struggling with their mental health after the election by Fortune Magazine

Leaders in academic health centers should navigate challenges arising from election results and transitions of power with a thoughtful, measured, and inclusive approach. Here are some key considerations:

1. Maintain Institutional Neutrality: 
   1. Academic health centers and other medical settings must remain non-partisan and avoid taking partisan stances on political issues.
   1. Leaders should focus on upholding the institution’s mission, values, and commitment to serving the community.
   1. Communicate transparently about the institution’s role and limitations in the political process.
2. Address Concerns and Anxieties: 
   1. Acknowledge the potential for heightened emotions and uncertainty among the campus community.
   1. Provide opportunities for open dialogue, active listening, and collective problem-solving.
   1. Offer mental health resources and support systems to help individuals cope with stress and anxiety.
3. Prioritize Community Wellbeing: 
   1. Prioritize the mental health and overall wellbeing of the campus community as the primary consideration in all decisions and actions.
   1. Proactively address issues of trauma, anxiety, and burnout that may arise from political upheaval.
   1. Leverage the institution’s psychological and other behavioral health resources to provide comprehensive support and guidance.
4. Maximize use of evidence-based communication and support strategies: 
   1. Draw upon the institution’s collective knowledge and research to inform the leaders’ decision-making and communication strategies.
   1. Utilize best practices to help the campus community process emotions, build resilience, and engage in constructive dialogue.
   1. Involve psychologists and other behavioral health professionals in designing support services, workshops, and resources for faculty, staff, and students.
   1. Ground the institution’s responses in empirical research and established psychological principles, rather than political ideologies or personal biases.
   1. Rely on data-driven assessments of the community’s needs and the potential impacts of political changes.
   1. Communicate in a manner that is transparent, objective, and grounded in scientific evidence.
5. Reaffirm Institutional Values and Priorities: 
   1. Clearly articulate the institution’s core values, such as equity, inclusion, and service to the public good.
   1. Emphasize the continuity of the academic health center’s mission and its commitment to advancing research, education, and patient care.
   1. Reassure stakeholders that the institution will continue to operate with stability and professionalism, regardless of political changes.
6. Prioritize Inclusion: 
   1. Reaffirm the institution’s commitment to creating a welcoming and inclusive environment for people of all backgrounds.
   1. Proactively address any concerns or incidents of discrimination, bias, or marginalization.
   1. Ensure that decision-making processes and resource allocation remain equitable and transparent.
7. Foster Collaborative Relationships: 
   1. Cultivate partnerships and work constructively with policymakers to advocate for the needs of the academic health center and its community.
   1. Encourage faculty, staff, and students to engage in civic life and participate in the democratic process.
   1. Establish interdisciplinary working groups to tackle challenges from multiple perspectives.
   1. Encourage cross-departmental initiatives that integrate work across areas like healthcare, education, and research.
8. Model Ethical, Values-Driven Leadership: 
   1. Uphold the highest standards of professional ethics and integrity 
   1. Demonstrate the application of ethical decision-making frameworks in navigating political challenges.
   1. Serve as role models for principled, evidence-based leadership during turbulent times.
9. Promote Scientific Knowledge: 
   1. Educate the broader campus community about the role of psychological, social, and public health science in navigating complex social and political issues.
   1. Provide training and resources to help individuals develop self-awareness, emotional intelligence, and conflict resolution skills.

By navigating these challenges with a steady, principled, and inclusive approach, leaders in academic health centers and other medical settings can help foster a sense of stability, community, and shared purpose during times of political transition and uncertainty.

Feel free to forward to others in your network and bring these topics to your next coaching session for deeper discussion and reflection. If you have a topic request, feedback, or would like to unsubscribe please email wendy@wardcc.org.