How leaders build trust in hard times

The day that the Supreme Court overturned Roe v. Wade, I happened to be writing individual coaching reflections to several clients. As I grappled with whether Reframe should respond publicly to the decision, I wondered what conversations were happening in the hallways – or Zoom boardrooms – of my client’s organizations, some of which are Fortune 500 companies.

Over the last 20 years, the expectations for organizations to address public events have evolved. Corporate social responsibility is now a standard operating procedure, and organizations actively work to build inclusiveness and to ensure their workforces reflect the communities they serve. These policies are largely a result of people within the organization speaking up and asking more of their leaders. 

In my work with leadership teams, we focus on deepening trust between and among executives in order to support high-functioning teams and organizations. We bring in research on trust and talk about the foundations: vulnerability, healthy conflict, accountability, managing expectations and commitment. The common thread is stepping into hard things. 

These times feel hard. Clients tell me how hard it feels to show up at work and act as if their lives are the same as they were last week, before one branch of our government removed a fundamental human right that deeply impacts women in the United States. 

As a leader, I don’t believe organizations can expect people to show up and bring their physical, mental and emotional energy to their jobs each day, without acknowledging the threats of these actions towards employees' physical, mental and emotional energy and well-being. 

How to build trust in hard times

Leadership means stepping into hard things. The ways to do that are different depending on your positional authority and sense of psychological safety in your organization. However, silence can be powerful. It’s also avoidance. Without acknowledging these dense times or giving space to those who need it, we lose connection – rather than build connection – with those we seek to empower day in and day out.

Here are several ways to build trust in response to Roe v. Wade

Bear witness

We’re not always in a position to make a statement. However, showing up for individuals, especially our employees, can simply be a means of tapping into how they’re feeling and giving them the space they need to process what they’re going through. 

If you’re unsure or feel uncomfortable about checking in with your employees about this topic, simply asking how they’re doing – especially when recognizing they might be struggling – gives them the opportunity and space to be vulnerable.

Publicly commit to providing access to care 

Employers are increasingly reevaluating their health care plans to ensure they cover the full range of reproductive care, as well establishing time off policies so staff can access care if they need to. If you’re a people manager, take the time to find out what your organization’s health care policy does or does not cover so you can be a resource - and speak up when conversations are happening about employee benefits and well-being. 

Use organizational resources and political capital to affect state-level legislative change 

Access to healthcare will be state by state. Using your organizational voice to stand for human rights, especially on a local or state level, can have a significant impact. Your employer may have a comprehensive healthcare policy for employees, but the contractors or vendors who work with you every day may not receive the same benefits. 

If you are an organizational or people leader, what are you doing to step into this hard thing?

Looking for support and coaching to help you grow your leadership? Let’s chat