It is not possible to watch the horrific images of war in Ukraine and not be moved by the unfolding humanitarian crisis. Even for those of us without personal ties to the region, this fight for democracy, freedom, and sovereignty is a moving testament to the spirit of the Ukraine people. For those with family, friends, or ancestral ties to the region, it is worse: a surreal film that seems to have no closing credits. It is no wonder that passions in many workplaces run high, especially in those workplaces where the presence of multinational, multiethnic, and multilingual workers brings events of the world into sharp relief.

It is tempting to express anger at the situation, perhaps aimed at, or in the presence of, colleagues whose nationality links them to the cause of this suffering. Colleagues whose nationalities make them a convenient target for the outpouring of anguish deserve better. It is important to remember, even as this tragedy deepens, that thousands of Russians and Belarusians, some waiving Ukrainian flags, joined thousands of others in the streets across European capitals to protest the invasion of Ukraine. Often, these Russian citizens did so at great personal risk, braving police assault and arrest.

In offices, conference rooms, and cafeterias as well as on assembly lines and video calls, the potential for comments and actions that move away from civil discourse risks damage to the respectful workplace that so many worked hard to build. The situation could lead to the loss of talent, a negative impact on productivity and workplace safety, and other business risks. We must not lose work environments where employees have the right to be treated with respect and professionalism. In these times, we should also seek to treat each other with the additional gifts of kindness and compassion.

Insights on what organizations can do

• Call attention to programs and activities that minimize bias, dispel misinformation, and provide opportunities for employees to connect, reach out, and ask for help when needed;
• Leverage existing D&I resources such as employee resource groups (ERGs), activities to help address unconscious bias and stereotypes, and guidelines to inclusive behaviors;
• Facilitate information sharing and maximize communication when working with virtual or dispersed teams; and
• Reframe challenges in positive terms and focus on what can be learned from them.

We are all aware that the US Equal Employment Opportunity Commission (EEOC) is the federal agency enforcing laws prohibiting discrimination against applicants and workers based on “the person's race, color, religion, sex (including pregnancy, transgender status, and sexual orientation), national origin, age (40 or older), disability or genetic information.” Social justice issues and the #MeToo movement have made race and gender top of mind over the past two years in particular; recent events have made one’s national origin a more visible flashpoint in today’s workplace.

Discrimination based on national origin is not new, especially in our relatively recent history. Workplace tensions were high following the attack on September 11, and even those who were mistakenly perceived to be of Middle Eastern heritage were the recipients of anti-Muslim discrimination, verbal abuse, and retaliation. During the COVID-19 pandemic, we saw the rise of anti-Asian violence in the streets and incidences of discrimination, verbal abuse, and microaggression toward those of Asian, particularly those of Chinese, descent in the workplace.

Ensure all employees, regardless of nationality or passionate emotions, are treated with respect

What can CEOs and C-suite leaders do? Start with an affirmation of what employees might be feeling. Stress the commitment to organizational values of respect and compassion; the steps being taken to support a variety of stakeholders, including employees, particularly in affected areas; and the commitment to a respectful workplace.

Offer ways for employees to discuss issues and offer support in keeping with your organization’s approach to commenting on issues and events. (See: Even Higher Expectations in a Post-2020 World.) For example, at The Conference Board, we held a town hall, imagined and led by our employee engagement committee, for our employees worldwide to hear from a variety of experts and leaders objectively looking at the events in Ukraine from different angles. We discussed how we are supporting our employees in affected areas and ways in which employees can reinforce our commitment to each other.

During the COVID-19 crisis, we recommended additional day-to-day practices and solutions to help combat stigma and backlash, which can help prevent workplace incidents as well as support employees outside the workplace. Adapted here for this context, they still ring true:

Organizations should call attention to programs and activities that minimize bias, dispel misinformation, and provide opportunities for employees to connect, reach out, and ask for help when needed.

Some important actions organizations can take include the following:

• Communicate consistently and proactively about the facts to prevent misinformation and help address fears.
• Reiterate zero tolerance discrimination policies.
• Provide people managers with the information and tools to address stigma and discrimination within their teams. (See: 8 Fundamentals of a Civil Treatment Workplace.)
• Empower employees to speak up if they witness negative behaviors and engage everyone who is interested in helping to create a sense of community around the issue of stigma.

Leverage existing D&I resources such as ERGs, activities to help address unconscious bias and stereotypes, and guidelines to inclusive behaviors. ERGs can become a powerful tool to engage and communicate with employees working from different locations and address issues of bias and discrimination. (See: What's Next for Employee Resource Groups?)

Leaders and people managers can facilitate information sharing and maximize communication when working with virtual or dispersed teams. If you are unsure about how to communicate on this issue as a leader, ask HR, others on your team, or your D&I team for help. Examples of actions that help improve team inclusion and increase the likelihood that people will reach out if they need help are:

• Increasing the number of opportunities for checking in with employees, listening to them, and empowering them to speak up;
• Identifying and communicating with your team about existing tools and resources to support employees (e.g., D&I resources, ERGs);
• Acting as an “upstander” and not a bystander; that is, educating, sharing accurate data, and speaking up when witnessing harassment and discrimination;
• Proactively communicating and reminding your team about the importance of workplace inclusion and respect; and
• Actively managing online communication and potential digital miscommunication.

All employees and workers can be helped by reframing challenges in positive terms and focusing on what can be learned from them. In the context of an organization or work team, it can be helpful to reframe the issue as an opportunity to build community and a more positive work environment. Supporting those who are dealing with stigma and discrimination can help build a better workplace for everyone.

Examples of tactics to improve communication and team culture include the following:

• Monitor your communications and give others the benefit of the doubt (assume positive intent) to prevent miscommunications. It is important to focus on connections, not conflict, especially during times of stress.
• Be willing to engage in authentic conversations about difficult topics, such as stigma and discrimination. Tips on how to do this effectively include showing curiosity, humility, and empathy.
• When communicating online, check the tone of a message and “emotionally proofread” online communications before hitting send.
• During times of stress, stereotypes and “us-versus-them” thinking increases while compassion and empathy can decrease. To prevent conflict, be proactive in building connections with coworkers and reaching out to see how others are doing.
• When tensions come up, consider the fact that this might be due to miscommunication and misunderstanding.

We have no control over the war raging in Ukraine, but we do control our workplaces. It is up to us to ensure that a civil and respectful workplace does not become another casualty of this war.