From South Africa to the United States: A Leader’s Guide to Navigating Political Uncertainty

I’d never witnessed this before. A national election was threatening to tear a country apart. A high risk of violence by supporters of the losing party. Uncertainty about how the work of our organization would be impacted by the new government.

I was unsure who I could trust in the workplace to speak about my concerns. Some people seemed to behave as if they were unaware of these concerns, while others spoke in ways that suggested they were actively working to bring about one result or another.

I felt that the election was going to be highly consequential and that there was a high likelihood of volatility leading up to and following the election.

I spoke to my boss about this, sharing my recommendation that we should curtail our regular national training program during that period. They dismissed my concerns, saying that they did not expect anything unusual to take place and that there was reason to worry about disruptions.

I felt rejected, unseen by my leader. It made me less likely to raise sensitive issues with them. And it did nothing to address my concerns.

You might have experienced similar things in recent election cycles. However, despite what you might be thinking, I am not describing the United States in 2024!

I am recalling what it felt like for me, living in South Africa in the first part of 1994, as the country was preparing for democratic elections and the end of apartheid. 

Political violence remained high, and the ‘miracle’ of the elections almost did not happen. In fact, until just a few days before the elections, one of the major political factions was preparing to unleash violence to ensure that people could not vote.

While there are significant differences between 1994 and 2024, I believe that many people in workplaces across the U.S. are feeling some of the same anxiety and uncertainty about the future.

 Today, as in 1994, the outcome of the election is highly likely to impact your organization. Depending on the results, conditions may become more favorable for you, driving your growth and impact. Or conditions may imperil your work, reducing resources and disrupting your effectiveness and success.

Will differing political opinions cause splits and divides in the workplace? How might the election impact the way you do business? How will your market be affected? Will the policies and regulations enacted by a new government help or harm you?

As a leader, your staff look to you for guidance, for reassurance, and for a sense of certainty when things feel up in the air at times like this.

I believe there are lessons from my earlier experience that are relevant for leaders like you today. They can help you engage your staff, addressing both their concerns about the current climate and the potential instability of the future.

Here are four lessons you can use:

• Ground yourselves in your purpose and identity as an organization. When things are uncertain, it’s really helpful to focus on your ‘reason for being’ and the things you do best. This serves as a beacon that will help you maintain a sense of direction.

A non-profit focused on environmental conservation might reaffirm its commitment to protecting local ecosystems, regardless of changes in environmental policy. 

• Be honest and open in naming feelings that may be below the surface. Your staff are talking with each other about their uncertainties. Acknowledge your own concerns and provide space in which people can come together and support one another.

A CEO might hold a town hall meeting where they acknowledge the anxiety around potential changes in immigration policies affecting their diverse workforce. They could create a ‘safe space’ forum where employees can voice concerns and brainstorm ways to support each other, fostering a culture of openness and mutual support.

• Explore “What if…“ scenarios. While it is not easy to predict which future will unfold, there is value in ‘imagining’ what you might do in varying circumstances. This can foster a feeling amongst staff that “there is a path to success, no matter what.” And by anticipating various scenarios, you will be more ready for whatever you encounter.

A company could conduct a series of workshops exploring various post-election scenarios. In one, they might strategize how to adapt to stricter regulations. In another, they could plan how to capitalize on potential investments. This exercise not only prepares the organization for multiple outcomes but also empowers employees by involving them in strategic planning.

• Get ready to engage staff in building the future. Once there is greater clarity about the new context, invite people to help position the organization for the future you are facing. You may have a ‘wind in your sails’ that will allow you to advance your work more quickly than you ever expected. Or if you feel like you’ve tumbled over a cliff, you’ll benefit from drawing on everyone’s best thinking about how to adapt to this new reality.

A healthcare provider anticipating changes in healthcare policy could form cross-functional teams tasked with reimagining patient care delivery. These teams could explore innovative telemedicine solutions or community outreach programs, allowing staff to actively shape the organization’s future direction regardless of the political outcome.

Times of uncertainty and instability are certainly unsettling. And they can also allow for the emergence of new ideas, new approaches, new possibilities.

As we navigate these uncertain times, I invite you to implement at least one of these strategies in your organization in the coming weeks. Which will you choose?

What’s Next?

• Run a self-assessment on your readiness for leading change and growth.

I’d like to introduce you to a simple tool for looking at your bandwidth and capacity for leading change.

My assessment tool, “Taking Root: Assessing Your Readiness for Leading Change and Growth,” is all about preparing yourself for change – whether expected or unexpected! 

You can use it to take stock of your own approach, as the basis for a discussion with your team, or as an engagement tool for your whole organization. 

Download it for yourself here: https://rcachangeadvisors.com/downloads/

• Learn more about the three ways I work with change leaders and their teams.

Have you been curious about how you can work with me? Well, I’ve just added some new information to my website that describes the three ways in which I can help leaders like you. Read more:

1. 1. 1. 1. I support Individuals through Leadership Coaching
         2. I develop Leaders through Group Coaching and Learning Programs
         3. I enable Stronger Organizations through Effective Teams