For many individuals, the 2024 U.S. presidential election is causing feelings of déjà vu, leading to stress and anxiety. The American Psychological Association reported that the 2016 election was a significant source of stress for over half of American adults. Fast forward to 2024, and election anxiety is on the rise. This year, the American Psychiatric Association’s annual mental health poll revealed that 43 percent of adults are feeling more anxious than the previous year, with 73 percent attributing their stress to the 2024 U.S. election.
The impact of election anxiety is expected to bring about significant changes in organizational culture. The Society for Human Resources Management reported that one-third of U.S. workers anticipate an increase in workplace conflict over the next year. Workplace conflict can lead to uncivil behaviors becoming normalized, harming employee well-being. This erosion of psychological safety creates barriers to authentic self-expression in the workplace.
Individuals with minoritized identities are particularly affected by election stress. These individuals often face pressure to conform to the dominant workplace culture, leading to unique challenges in terms of well-being. Recent legislation has negatively impacted women, the LGBTQ+ community, and immigrants, further exacerbating these challenges.
Given the need to prioritize workplace mental health and well-being, higher education institutions and other organizations must prepare for the effects of the election on employees’ well-being, regardless of political affiliations. How can higher education institutions effectively prioritize the well-being of all employees during an election year? As diversity, equity, and inclusion professionals utilizing trauma-informed approaches in the workplace, we offer strategies to support employee well-being during an election year. Through careful reflection, planning, and action, higher education institutions can continue to foster supportive workplace environments.
Acknowledge Uncertainty by Embracing Your Values
During times of uncertainty, organizations and their leaders may opt to adopt a “wait and see” approach or avoid addressing the issue altogether. However, this approach can add to the stress experienced by minoritized employees who already feel marginalized during the election cycle. Acknowledging uncertainty without making false promises or resorting to toxic positivity is crucial for trauma-informed organizations seeking to reduce employee stress.
We encourage leaders to reflect on how values like transparency, trust, and vulnerability can support employee well-being during times of uncertainty. By embracing these values, leaders can find creative ways to prioritize employee experiences. For instance, practicing open and frequent communication can help build trust and demonstrate care for all employees by sharing personal struggles and stories.
Support Minoritized Employees by Amplifying Their Voices and Well-Being
With the Pew Research Center reporting that 87 percent of voters support open discussions on mental health, trauma-informed workplaces must actively support and prioritize the mental health of minoritized employees. This is crucial as minoritized employees are more susceptible to workplace traumas. By amplifying the voices of minoritized employees, organizational leaders can create inclusive and supportive spaces.
For example, offering restorative justice-based community circles to address how social injustices, tragedies, and the upcoming election impact the workplace can provide a platform for minoritized employees to engage in vulnerability and community healing. Collaborating with the institution’s employee resource groups can help create safe spaces for minoritized employees to share how these issues affect them at work. Pairing community circles with accessible internal resources, such as mental health-focused employee assistance programs, ensures employees are aware of available support benefits.
Build Trust Through Coalition-Building
Uncertainty, such as not knowing the outcome of an election, brings new challenges and unexpected situations. To navigate uncertainty, leaders can adopt a shared equity leadership model to drive culture change by connecting individual and organizational transformation in support of employee well-being. This model allows individuals to understand their roles in effecting social change within the organization without placing undue emotional labor on minoritized employees.
Implementing one or two positive changes using this model can have a significant impact on employees, especially during an election year. For instance, coalition-building during the COVID-19 pandemic led to a shift towards flexible remote work, which greatly benefited employee well-being, particularly for Black employees and neurodivergent individuals. During times of high stress and uncertainty, such as an election year, workplaces can adopt similar practices to reduce workloads by offering flexibility with deadlines and work hours, as well as developing policies that allow employees to prioritize their mental health by using sick time. Remaining adaptable while prioritizing employee well-being is essential for organizations when faced with unpredictable events.
Conclusion
While it may be impossible to completely eliminate election-related stress and anxiety, higher education institutions can take proactive steps without needing to predict every election scenario. By addressing uncertainty rather than avoiding it, organizations demonstrate to employees that their well-being is a priority. By acknowledging the situation, supporting minoritized employee needs, and building trust through coalitions, higher education institutions can take action-oriented approaches to prioritize employee well-being. These strategies, collectively applied with a trauma-informed approach, can help create a more supportive workplace environment during the stress of an election.
The authors are members of Stanford University School of Medicine’s human resources group focused on staff justice, equity, diversity, and inclusion (JEDI). Miranda Stratton St. Fleur serves as the assistant director of JEDI for community and partnerships, Shaila Kotadia is the director of JEDI, and Matthew Griffith is the assistant director of JEDI for strategy and programs, all at Stanford School of Medicine.