In today’s hyper-polarized environment, the act of speaking freely feels less like a freedom and more like a gamble.
If you say or do something someone disagrees with, you could become a target.
It’s playing out in all walks of society – even questioning our free speech in the workplace.
Every CEO and communications executive is walking a tightrope these days. The ground beneath them is unsteady. The lines between business, politics, and social issues have completely blurred.
We now live in an environment where anything a company says – or doesn’t say – can become a lightning rod of controversy or seem like complicity.
The sound of a voice versus the sound of silence
Companies have always wrestled with how they communicate and whether and when to use their voice.
What do they say or not say?
How far do they step into or away from prickly topics?
How should they react when they unexpectedly find themselves embroiled in controversy or become the target of an attack?
What’s the communications strategy?
But today, it’s different.
The air is supercharged. Avoidance is harder. And the stakes are higher.
Social and political issues are personal and inextricably linked to people’s identity. Employees and customers see themselves and their rights reflected in these debates. And they want – and sometimes demand – to know if the companies they work for or the brands they support align with their values.
What should companies do?
It’s a minefield, for sure. But I think the best way through it begins with shifting the question. Instead of asking whether to speak or stay silent, or what you should or shouldn’t say about something, start by asking what you stand for.
In a world where the winds are constantly changing direction, it’s easy to become unmoored or simply reactionary, especially if you’re operating with a weakly defined internal compass.
Knowing, living, and articulating who you are – clearly and consistently over time – is the surest way to build trust and respect inside and outside your organization. The public may not always agree with who you are or how you express yourself. But in a world drowning in noise and misinformation, authenticity still cuts through.
It feels counterintuitive, but frequently the greatest risk to your corporate reputation isn’t saying something that might anger one group or another. It’s saying something that feels opportunistic, insincere, or inconsistent. That’s when you lose trust. And once trust is gone, it’s hard to regain.
From corporate values to workplace culture: tips for leaders
Here’s how executives can navigate this terrain:
- Codify your values. Don’t wait until you’re under pressure to decide what matters to your company. Document your principles, align leadership around them, and revisit them regularly.
- Test decisions against your workplace culture. If taking or avoiding a stand on an issue undermines your employee culture, you’ve chosen wrong. Ask: Will our employees feel proud or betrayed?
- Embrace transparency in the workplace. Explain both what you say and why you’re saying it (or why you’re not saying it). Character builds credibility. Even those who disagree with your position will be more likely to respect a clear and principled rationale.
- Prepare for consequences. Every choice carries risk. Anticipate it. Plan for it. And decide what you’re willing to absorb in defense of it. The worst outcomes often stem from being caught flat-footed, not from the stance itself. Consider crisis communications your friend.
- Invest in internal communication. Employees are your first audience. If you lose them, you’ve already lost the external game. Create forums for dialogue, not just announcements.
The hidden cost nobody talks about
Every business is rightfully worried about the damage corrosive speech can have within a company’s culture and on its reputation. But there’s also a chilling effect pushing in the opposite direction.
If exercising your right to free speech seems too risky, some people may decide to self-censor. And not just on controversial issues. They might keep new ideas to themselves. Avoid raising uncomfortable truths. Mute their creativity. Not push against conventional wisdom.
For companies, that could be disastrous.
Over time, innovation slows, engagement wanes, and your best people quietly drift toward organizations willing to embrace a more open exchange of ideas. That’s how a culture erodes – not with a bang, but with a slow fade into conformity.
The irony is that companies who remain silent on issues core to who they are can inadvertently foster a culture where people no longer feel free to think differently. And without diversity of thought, even the strongest organizations begin to lose their edge.
The true cost of free speech
If we let it, the rising cost of free speech will put more pressure on people and organizations to keep their thoughts and ideas to themselves. The fear of public backlash or possible harm will stifle the qualities that have made America a leader in innovation, personal freedom, and economic opportunity.
Companies that navigate these times best won’t necessarily be the ones that speak loudest or the most often. They’ll be the ones that know who they are, live it consistently, and trust that their voice will resonate more deeply than the noise surrounding them.
We would love to hear from anyone struggling with these issues and how they’re managing them. Feel free to reach out.
Originally written by Todd Morgano
