In his article, Hubert first wisely advises that companies should focus their engagement on issues connected to their purpose, their values and their key stakeholders. He then offers seven practices that, in the current context of heightened polarization, organizations should consider. Here is a summary of the seven practices:

1. Monitor risks and vulnerabilities. Companies need to develop a heat map of societal issues and identify areas where the company may be vulnerable and at risk of becoming a target.
2. Proactively plan for upcoming issues. Inventory issues that are likely to come up in the upcoming months and years and develop an appropriate plan around them. This approach allowed many companies to prepare ahead of the Supreme Court decision to overturn Roe v. Wade.
3. Develop and/or be able to access a broad set of capabilities. Companies are exposed to an increasing array of issues that go well beyond what most organizations have historically been prepared to handle. Develop and maintain a network of internal and external experts to help the organization navigate complicated and nuanced issues.
4. Double down on what you can do and control rather than what you can say. Short but sweet: Focus more on doing and less on speaking. Joly contrasts how Delta's CEO spoke out about Georgia's new election rules vs. UPS' decision to stay quiet and support initiatives.
5. Put those in your care first. This seems simple but is often overlooked. Put employee interests above all else. This not only includes protecting their safety but also consulting with them to understand what matters to the workforce to help guide the company's choices.
6. Understand your leverage. Particularly in areas where an organization is a large employer, don't ignore the influence the company can exert. Joly describes how a law in Indiana that would allow companies to discriminate against the LGBTQ+ community on religious grounds was changed based on a few companies objecting to it.
7. Stay true to the company's fundamental values. While business leaders are not elected officials or policymakers, Joly makes the point that there are times when companies need to adamantly stick up for their values on behalf of their employees and customers. He uses examples from Merck and Target as tangible evidence.

While Joly's seven practices serve as a nice blueprint, it's important to also reach out to peers and glean insights and techniques from other organizations. In this vein, my company recently announced a flash call series for i4cp member CPOs to discuss how they are currently handling these situations and what preparations they are making. If you are an HR executive, I encourage you to do the same and tap into your network to confidentially discuss how your peers are preparing.

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