The fallout of political violence
The aftermath of Kirk’s assassination has been particularly volatile. At American Airlines, pilots were grounded for allegedly celebrating his death. A teacher in Oregon was placed on leave for a Facebook post. A university employee in South Carolina was suspended pending investigation. Even a retail worker at Office Depot was fired for refusing to print flyers about Kirk.
These actions reflect a growing trend: companies are increasingly holding employees accountable for their public and private expressions, especially when those expressions touch on political violence or controversial figures. While many organizations cite the need to uphold values of respect and safety, others worry about the erosion of free speech and the chilling effect on open dialogue.
The moralization of politics at work
What makes political division so corrosive in the workplace is its moral dimension. As researchers Morela Hernandez and Michael Pratt explain, political beliefs are often tied to personal identity and moral values. When someone disagrees with us politically, we don’t just see them as wrong — we see them as immoral.
This moralization leads to the formation of “moral tribes” within organizations, where employees cluster around shared beliefs and view dissenters with suspicion or hostility. The result? A workplace where collaboration suffers, trust erodes and psychological safety disappears.
The moralization of politics at work
Some companies have responded by tightening their social media policies or banning political discussions altogether. But experts warn that blanket bans can backfire, especially among younger employees who expect to bring their “whole selves” to work.
Instead, leading organizations are adopting more nuanced approaches:
1. Creating safe spaces for dialogue: The consulting firm Gartner recommends establishing structured forums where employees can express themselves respectfully, share experiences and build understanding across differences. You must be well-equipped with an experienced moderator of some sort in order to take this course.
2. Training for civil discourse: Companies like Intuit have implemented internal guidelines that encourage employees to focus on personal impact rather than political rhetoric when discussing sensitive topics.
3. Developing clear expression policies: Rather than silencing all political speech, effective policies outline what is acceptable, what crosses the line and how violations will be handled. These policies should align with company values and be enforced consistently.
4. Supporting emotional well-being: After divisive events, employees often experience anxiety, anger or grief. HR leaders must equip managers to recognize these emotions and offer support, whether through mental health resources, peer check-ins or simply making space for people to process.
5. Avoiding performative statements: As Harvard Business Review notes, employees are increasingly skeptical of companies that issue public statements without follow-through. Instead of rushing to take a stand, organizations should focus on internal dialogue, ethical transparency and actions that reflect their core mission.
What’s right, what’s wrong — and what’s human
There is no one-size-fits-all answer to the question of how companies should respond to political unrest. But there are guiding principles.
It is right to protect employees from harassment, hate speech and threats — whether online or in person. It is right to foster a culture where people feel safe to speak, but also safe to disagree. It is right to acknowledge that employees are human beings first, and that their emotional responses to national tragedies are valid and worthy of care.
It is wrong to weaponize policies to silence dissent or punish employees for views that differ from leadership. It is wrong to ignore the emotional toll of political violence on marginalized communities. And it is wrong to pretend that the workplace exists in a vacuum, untouched by the world outside.
Leading with empathy and courage
As CEOs, managers and HR professionals, we are being called to lead in a time of unprecedented division. That means more than just managing risk — it means modeling empathy, listening deeply and creating space for healing.
We must remember that behind every opinion is a person. Behind every post is a story. And behind every workplace conflict is an opportunity — not just to restore order, but to build something stronger: a culture of respect, resilience and shared humanity.
In these trying times, that may be the most important work of all.
This article was originally posted on The Morning Call on September 21, 2025. Tina Hamilton is an Entrepreneurs' Organization (EO) member in Philadelphia, and is the founder and CEO of myHR Partner.
