Answer These 10 Questions Before Commenting Publicly on Controversial Social or Political Issues

There is no shortage of pundits and PR pros offering advice to organizations on how to respond to controversial social issues. And there is no shortage of issues out there in today’s divisive socio-political environment. Company executives ask, do we take a position publicly? If so, do we speak up proactively or only in response to a media call? Or, should we discuss internally with employees only?

Historically, organizations have avoided public comment on controversial issues. But today’s consumer/stakeholder/shareholder demands more from the organizations with which they do business. Young adults in particular prefer to work for and do business with companies that share their values and opinions.

The answer is not as simple as a “50/50” problem, where you might alienate half of your employees or customer base by taking a side on a controversial topic. Nor is it as easy as “just keep your mouth shut.”

The decision whether to take a public position on a politically or socially sensitive topic should be: met with urgent but careful discernment; rooted in mission and values; undertaken at the highest levels of the company (e.g., the Board and C-Suite). Consider engaging the services of public relations experts, ethicists and other consultants, as well as a “devil’s advocate” to provoke higher-level critical thinking and provide objective input into difficult questions on hot-button issues.

While it is important to consider stakeholder positions and expectations on difficult topics, executives must proceed with caution and not allow others to drive the timing or public release of commentary or policy positions. When trying to decide whether to comment on a social issue, I ask my clients these questions to guide discussion:

1. Has the organization received any inquiries from stakeholders or the media and if so, have you responded?
2. Does the organization want to respond? Why or why not?
3. What do we have to gain by going public with a position or opinion on the topic
4. What do we have to lose?
5. Do our mission statement and core values align closely with one side of the issue?
6. Does the issue intersect directly with the organization’s products or services?
7. Do we know how our employees and other stakeholders feel about the issue?
8. Does our position align or conflict with that of our employees and customers?
9. Has the organization or any of its executives previously taken a public stance on the issue?
10. Do our actions align with our proposed stance on the issue, i.e., do we walk the talk?

Once the answers to these questions have been exhaustively considered, then executives still must make a choice: to talk or not to talk.

Even if the decision is to remain silent on the issue at hand, this exercise is invaluable to leadership teams in building the capacity to make carefully considered, informed decisions on weighty social issues. Forrest assured, there are others on the horizon in the highly divisive world we find ourselves in today.