Jan 27 After Immigration Enforcement Shootings, Employers Face a Wary and Weary Workforce
Employers are likely encountering a tired and distrustful workforce following recent, widely publicized fatal shootings during federal immigration enforcement operations in Minneapolis, including the death of protester and nurse Alex Pretti. Leaders need to maintain trust with their teams and make meaningful connections to gauge how workers are handling the news, according to one workplace expert.
“There are a number of facts that are not in dispute that leaders need to be mindful of in the coming weeks and months. One is that videos of these incidents—ones their teams can easily access and view—are public and ubiquitous. And deeply traumatic,” said John Challenger, chief executive officer of global outplacement and executive coaching firm Challenger, Gray & Christmas.
“These shootings have inflamed political tensions nationally, and the strong feelings evoked from them are not isolated to workers in Minneapolis or Portland, Los Angeles or Chicago. It’s likely that many of your team members are thinking deeply about this,” said Challenger.
“In order for leaders to be effective, they must be trusted. Good leaders refrain from speculating on these types of incidents until all the facts have been examined and, once completed, communicate in ways that align with verified information,” he added.
At the same time, leaders are not expected to act as investigators, political commentators, or arbiters of national debates.
“Leadership does not mean adjudicating what happened; it means ensuring the workplace remains respectful, safe, and functional during periods of heightened emotion,” he said.
Challenger offered the following tips to human resources and leadership teams in the wake of recent events:
- Pulse check your teams. Managers can use one-on-ones with their direct reports to check on how their workers are feeling. Human resources can conduct quick pulse surveys and follow up with specific individuals. Acknowledge that there is a lot going on right now, which may include work and family pressures in addition to broader events in the news. Leaders should avoid forcing employees to share or explain personal reactions; the goal is to open the door for conversation, not require people to walk through it.
- Stick to agreed-upon facts. Highly publicized incidents can generate a flood of commentary, speculation, and misinformation. Leaders should focus on what is known and avoid amplifying rumors, personal opinions, or unverified claims.
“Anything said outside of confirmed facts can quickly devolve and spark conflict. Speculation rarely helps de-escalate tensions or bring teams together,” said Challenger.
- Keep political discussions to a minimum. Challenger has long advised workers and leaders to keep political discussions short and infrequent at work. Political speech is not protected in the workplace.
“Political dialogue can help build connection and morale at work, but it can just as easily erode it. With tensions as high as they are, leaders should keep the temperature even,” said Challenger.
Workers risk credibility and upward momentum if their views do not align with their bosses. Meanwhile, bosses risk trust and productivity if theirs differ from their teams.”
Challenger also warned that moments like this can increase the potential for conflict within teams. Differences in perspective, heightened emotions, and offhand comments can quickly escalate into interpersonal issues if left unaddressed. Managers should be prepared to intervene early, reset expectations, and refocus teams on shared goals before tensions harden or spill into performance problems.
- Support managers on the front lines. Frontline and middle managers often bear the brunt of employee concerns during moments like this, while also navigating expectations from senior leadership. HR teams should equip managers with clear guidance, talking points, and escalation paths so they are not left to improvise during sensitive conversations.
- Allow remote and flexible work where possible. If available, leaders should consider offering more remote or flexible options, particularly if they find employees are struggling to concentrate or cope. Reducing commute time or allowing flexible hours can ease stress during emotionally difficult periods. Distraction and emotional fatigue can also increase the risk of errors, conflict, and burnout if left unaddressed.
- Reinforce expectations for respectful conduct. Periods of high emotion can also be when workplace norms slip. Leaders should calmly reiterate expectations around respectful communication and make clear that harassment or threats will not be tolerated.
- Be empathetic. “Regardless of anyone’s political views, people are being exposed to disturbing and violent images and stories. That can weigh heavily on everyone in an organization, from individual contributors to senior leaders,” said Challenger.
“Employees will remember less what leaders say in a single moment and more whether their actions remain consistent over time.
“In moments like this, people aren’t necessarily looking for answers. They’re looking for steadiness. Leaders who stay grounded in facts, lead with empathy, and focus on maintaining trust will be better positioned to guide their organizations through uncertainty,” he added.