About

Companies have often felt that taking a position on some of the issues of the day (#MeToo, BLM, Ukraine) was an expression of their values, where they stood as a company. However on issues that are controversial, whichever side an organisation takes will, by definition, be divisive. The pressures internally can be very strong - from staff networks or other groups of colleagues - and equally the pressure externally from activists, campaigns and various kinds of accreditation.

Recently the issues of participating in Pride, taking sides in relation to the Israel/Gaza conflict, climate change and the pressure to ‘stop oil’, diminishing confidence in BLM have all tested leaders.

Impartiality is increasingly seen as the more sensible option as it recognises the inevitable viewpoint diversity among staff and customers on social issues.

How do leaders experience these pressures?
How do leaders deal with viewpoint diversity in their staff - as positive force when colleagues can disagree well, but potentially divisive when conflicts and arguments erupt?
Can leaders insulate their companies from these external issues, do they want to? And, if so, how?
Do Company Values help to resolve these tensions? If so how?
What are the risks of taking sides in campaigning issues? What are the risks of neutrality?
Does whether a company take sides on issues depend on its brand and customer base? (eg Nike and Taking the Knee)

We will field a panel to discuss this, explore the relevant law on free speech and work and present some practical ways of disagreeing well and dealing with conflict when colleagues can’t:

Helen Webb OBE (Chief People Officer, John Lewis Partnership)
Neil Morrison (Group HR and Communications Director at Severn Trent)
Simon Fanshawe OBE of Diversity by Design