Insights from my research: Navigating Geo-Political Conflicts as an Organisation

The undercurrents of geopolitical conflict are seeping into our workplaces. Many leaders assume that because these tensions are playing out on a global stage, they are distant from their organisations. 

Yet, within their own teams, employees may have family members on opposing sides of these conflicts. 

The result? Unspoken tensions that quietly erode trust, fracture collaboration, and weaken workplace culture.

And yet, few organisations are addressing this reality. Why?

Firstly, many leaders do not realise it is a problem. If they are not personally affected, it is easy to assume their teams are not either. Silence is mistaken for absence. But silence is not absence; it is avoidance. And avoidance is never a sustainable strategy.

The second reason is fear. Leaders hesitate to initiate these conversations, concerned about what they might unearth. They fear exacerbating tensions, saying the wrong thing, or being drawn into conflicts they feel ill-equipped to navigate. So they do nothing.

But in leadership, inaction is itself a decision, one that allows divisions to fester. The best time to have these conversations was years ago. The next best time is today.

What Boards and Executives Must Do

The responsibility starts at the top. Boards and executive teams must set the tone for how workplace culture will be shaped in times of conflict. This means having explicit, structured conversations about:

• How do we create an environment where differing perspectives can coexist without undermining trust?
• What behaviours do we expect from our leaders and employees in navigating these tensions?
• How do we hold each other accountable to the team’s values when divisions arise?

Only one organisation I have worked with has proactively addressed this. Their approach began not with a sweeping policy but with a single conversation. An executive leader sat down one-on-one with a team member whose geopolitical views were directly opposed to their own. Instead of avoidance, they stepped into a space of mutual understanding and respect.

They talked about their families; about the human impact beyond political or ideological differences. They acknowledged their differences and, most importantly, they agreed on a path forward for working together. 

The profound lesson for every leader in this: you don’t need to change your views, but you must have the courage to engage - evolving differences into bridges of trust.   

Strong leadership is not about having all the answers; it is about creating the conditions where people can navigate complexity with clarity and respect. In times of conflict, leaders must foster trust, instil hope, and provide a framework for accountability.

The board and executive team must ask themselves:

• Are we fostering a culture where these conversations are happening?
• Are we equipping our leaders with the skills to navigate conflict with wisdom and compassion?
• Or are we waiting for divisions to fracture our teams before we act?

The antidote to simmering silence is clarity and respect. 

The remedy for division is intentional leadership. 

The path forward begins with a single courageous conversation, one that does not seek to resolve every conflict but instead creates a foundation of trust that transcends it.