Photo via West Town Bakery & Diner
Multi-concept operator Scott Weiner says one of the first rules of Restaurant 101 is never talk politics.
But Weiner, co-founder of Chicago’s Fifty/50 Restaurant Group, acknowledges he is violating that commandment this month.
His West Town Bakery & Diner announced this week it would be selling “Go Vote Smash Cakes” featuring less-than-flattering images of President Donald Trump and Vice President Mike Pence, with a “generous portion” of proceeds from each cake going to benefit an ACLU of Illinois voter initiative.
Plus, Weiner’s restaurant group is closing all its locations for a couple of hours during the afternoon of Nov. 3, so employees have time to vote.
“I think my employees appreciate that they have an idea of where we stand,” Weiner said. “I’ve voted for both parties over the years, and I can tell you that, during the debates, I wish I had something to smash … To me, this election is more important than it’s ever been.”
This is a rare time in which Weiner’s business has taken a political stand. Early on in the pandemic, the group’s Roots Pizza concept sold cookies featuring infectious disease expert Dr. Anthony Fauci next to Trump with the words, “I’m with stupid.”
“We sent out an email blast to 100,000 people on our list and I got two or three people who were like, ‘Screw you; I’m never ordering from you again,’” Weiner said.
There’s little debate that November’s presidential election is as contentious as any in modern history. And restaurant operators large and small are taking note, even though many are still adhering to that Restaurant 101 adage and are opting to remain neutral. Nevertheless, they’re offering employees paid time off to vote, selling voting-related merchandise and are hosting get-out-the-vote drives in their stores.
A few recent examples:
- Washington, D.C.-based pizza concept &pizza, well known for its support of progressive causes, added voter registration portals to its stores and website last month. &pizza previously announced it would close all units on Election Day and would give workers paid time off to vote.
- Starbucks earlier this week announced a partnership with Lyft to give all of its employees a free, one-way ride (up to $75) to go vote, volunteer as a poll worker or drop off a ballot. The coffee giant previously created an online portal for employees with information on voter registration, as well as adding voting resources to the chain’s app.
- Last month, Noodles & Co. said it would give workers an hour of paid time off to vote in the presidential election.
This year, Chipotle Mexican Grill launched its “first comprehensive get-out-the-vote program that includes internal and external components,” according to a spokesperson for the fast-casual chain.
In 2016, Chipotle hosted an episode on its weekly Snapchat series about the presidential election. In 2018, the chain changed its Twitter handle to “Chi-Vote-Lay” during the mid-term elections.
“At Chipotle, we know voting is one of our most powerful expressions of freedom,” the spokesperson said via email. “Unfortunately, voter participation in our country is low, and we want to use our platform and massive community of Rewards members to promote real voter action during this critical election year.”
Chipotle is seeing strong consumer response to its efforts.
The chain launched a line of Chi-Vote-Le T-shirts, which sold out within two hours of launching on the Chipotle Goods Site. More than 1,100 people registered to vote on Chipotle’s TurboVote site within a day of the T-shirt rollout, the company said.
Chipotle is paying for up to two hours of voting time for its employees who are scheduled to work on Election Day.
For its part, the brand said it is staying out of politics so as not to tune out any of its customers.
“Our CHI-VOTE-LE platform is simply about encouraging our fans to register to vote and participate in the election,” the company said. “This bipartisan approach ensures we are connecting with fans across different political parties.”
The business case for a restaurant’s political involvement is still a bit murky.
About 30% of young consumers, aged 18 to 34, and 46% of those over 35 said they don’t want to see restaurants get involved in the country’s recent protests over racial equality, according to Q3 data from Restaurant Business sister company, data firm Technomic.
Fifteen percent of younger consumers and just 7% of older ones said they would like to see restaurants offer paid-time off for employees wanting to demonstrate activism in response to the civil unrest, Technomic found.
In 2017, a Technomic survey found that 53% of consumers would visit a chain more often if it was identified as being “very conservative” politically. Just 29% of consumers surveyed said the same about a chain that was identified as being “very liberal,” according to the research firm.
Wings Over, a 36-unit chain based in New York City, created PTO policy to allow for voting as well as community activism, allowing employees to get up to four hours a year to vote, protest or do “something they believe in,” CEO Dan Leyva said.
“Our employees, they live on tight budgets, they work two jobs sometimes,” Leyva said. “We didn’t want anyone to have to choose. We didn’t want anyone to have to decide between coming to work and going to vote. We don’t have any political agenda.”
In Atlanta, Matt Weyandt, co-founder of Xocolatl Small Batch Chocolate, launched the Staff the Polls Initiative to urge restaurants and other food industry leaders to offer paid time off to employees to vote or staff the polls.
“The group we’re working with is friends of ours, other small businesses, restaurants and bakeries. We’re all part of this local food community,” said Weyandt, who served as campaign manager for the late Rep. John Lewis in 2012. “The local food communities are really tied to the rest of the community, through farmers’ markets, through our customers, through staff. We’re directly impacted by things that happen around us.”
LETTER: It's a myth that young people don't care about politics – North Shore News
We’ve all heard the myths that young people don’t care about politics. When post-secondary students come to the table to engage in political discourse and bring forward the concerns of our peers, we are often met with dismissive attitudes, and the assertion that if we don’t show up to the polls, we don’t get to criticize the way that things are.
These myths ignore some crucial evidence about students and our political engagement. Studies show that students are 15% more likely to vote than non-students in our respective age groups. In BC, the voter turnout amongst people aged 18-24 increased by 17.1% since 2009 according to Elections BC. The under 40 population now makes up the largest voting demographic, and our needs and concerns need to be fully considered by each party and every candidate this election. Students do care, and we do show up to vote. We are engaged in our communities, and are participating in an enormous undertaking by pursuing an education for the betterment of ourselves and our province.
Young people were the hardest hit by the pandemic in terms of job loss, meanwhile, many students were unable to get the financial assistance they needed through this economic downturn. Students are continuing to pursue their education in hopes of improving their situation and positively contribute to our communities, despite the fact that 75% of students have suffered significant financial hardship and will be impacted well beyond 2020.
We need to see our party leaders putting forward policies that not only consider the interests of students and how we have been uniquely impacted by the pandemic, but that properly recognize the diversity within the student experience. Students with dependents are navigating childcare and schooling during the pandemic while trying to complete their studies. Students living in remote areas that have poorer wifi connection are struggling to keep up with the demands on online learning. Student mental health was already declining, and is in serious jeopardy due to these exacerbating circumstances.
We call upon every candidate and each party leader to commit towards putting forward initiatives to support students as we move forward through the pandemic. The future is uncertain, but students are working hard to find solutions and support our recovery efforts. Students are not just the leaders of tomorrow, we are already working for a brighter future for our province.
What are your thoughts? Send us a letter via email by clicking here or post a comment below.
Managing a Team with Conflicting Political Views – Harvard Business Review
Politics around the world seem to be getting more and more divisive, and it’s impossible for the topic not to enter into our everyday conversations — including those that happen at work. When people on your team have differing views, those conversations can often get tense.
As a manager, what should you do? Should you ban political talk? What sort of ground rules can you lay down for these conversations? And how can you make sure you don’t harbor grudges against colleagues who don’t share your beliefs?
What the Experts Say
In a typical election years, managing a team with opposing political views is not easy or straightforward. But this polarized, pandemic-weary period has made the task even more complicated, says Tina Opie, associate professor in the management division at Babson College. In the U.S., the high-stakes presidential race, combined with the Covid-19 health emergency and continued social unrest over racial injustice, is “affecting employees as people, and it’s also affecting how they show up at work,” she says.
Even the most dedicated workers may find it difficult to compartmentalize their jobs from what’s happening in the political arena. “It’s on their minds, and since people spend the majority of their waking hours with their colleagues,” it’s inevitable that it will seep into their everyday conversations, Opie says.
Your challenge as a manager is to make sure that as passions run high and viewpoints clash, the workplace remains respectful and productive, says Emily Gregory, a vice president at VitalSmarts, the leadership training company. “A manager’s job is to create an environment where people feel safe to contribute their ideas and experiences,” she says. Here is some advice on how to do that.
Set an example.
Leading a team of people with dissimilar political stripes requires a “robust understanding and appreciation of different perspectives,” says Opie. In that way, it’s similar to managing a team comprised of employees from different cultures, races, genders, and backgrounds. Party allegiance is another element of diversity. A certain degree of conflict may be unavoidable, but it doesn’t have to be uncivilized. You set the right tone and tenor for how your team members relate to one another.
Gregory recommends laying the groundwork during meetings by modeling inclusivity, encouraging divergent views, demonstrating respect for others, and showing a willingness to challenge your own assumptions — not just on political topics but about anything on which the team disagrees. Acknowledge the taxing political environment and appeal to your team members’ compassion. Remind them that even if “someone on the team is voting differently” from them, “they can still care for and deeply respect that person,” says Gregory.
Don’t ban political talk.
It may be tempting to make your workplace a politics-free zone in the interest of team cohesion and unity, but at a time when nearly 60% of American employees say they have engaged in political discussions at work, banning political talk is impractical and counterproductive, according to Gregory. “Putting down barriers about what people can and can’t say hurts team culture more than it builds it,” she says. “Topics shouldn’t be off-limits.”
Prohibiting political conversation could also backfire, says Opie. “Some people already feel they are rendered invisible because of what’s happening” on the national stage, and if you, the manager, make certain topics off limits, it could be viewed as sanctioning ignorance and even aggression. So many of today’s big issues concern social justice, equality, and “basic human rights — which are larger than politics.”
Don’t force it.
Of course, not everyone will be interested in having political discussions. Talking about politics or certain politicians “could be a trigger for some colleagues,” says Opie. Make clear that these conversations should only happen between team members who are willing and eager to participate, and no one should be dragged into the discussion, even if they were willing to talk about it previously. These interactions require curiosity and humility — and some days for whatever reason, some people might not be able to summon the interest and restraint, says Gregory. Make sure employees know they can delay the conversation indefinitely, too.
Establish rules of engagement.
Even with you modeling the right behavior, your team may not be skilled at having these types of conversations. “It isn’t your job to teach your team members about politics, but it is your job to teach them how to talk about tough issues,” says Gregory. Even in a poisonous political atmosphere, she believes it’s possible for people from opposite sides of the spectrum to have “positive, productive, and relationship-enhancing conversations.” Some ground rules are necessary, says Opie. “You don’t want employees to feel unsafe discussing certain topics.” As the manager you need to:
- Emphasize respect. “In functioning teams, there’s a baseline level of respect, but in high-charged conversations, people can sometimes lose sight of that,” says Gregory. As the manager, be proactive in maintaining courteous and considerate interactions, says Opie. Don’t tolerate name calling or interruptions. Keep an eye on flickering tempers. And be prepared to act if conversations cross the line between healthy debate to bitter acrimony.
- Promote self-reflection. Many discussions about political issues can go wrong because “we don’t bother trying to understand each other,” says Gregory. “We end up being more interested in proving the other person wrong than listening.” As the team leader, help your team members move past this inclination, says Opie. Inspire them to seek common ground. “Ask, ‘What do you find attractive about the other side’s position or argument? And what concerns you about your argument?’” Your aim, she says, is to “try to find some wiggle room.”
- Seek to understand. “Our political values are shaped by our life experiences,” says Gregory. In order for these conversations to be as constructive as possible, you and your team members must “seek to understand others’ experiences and what led them to their beliefs,” she says. Encourage vulnerability by asking your colleagues to “humanize the people they disagree with.” These conversations can sometimes be messy and uncomfortable, but they also often result in moments of enlightenment.
Call out inappropriate comments.
One of the biggest challenges arises when someone makes an insensitive remark or says something antithetical to the values of your team culture and organization, says Opie. Whatever you do, don’t ignore it. As the leader, “speak up and take a stand,” she says. Gregory concurs. You need to “signal to the group that the comment was inappropriate,” and follow up individually with the person who said it so you don’t give tacit permission for people to speak that way. While it may sound harsh, it’s important you make clear that what they said was offensive and hurtful. Gregory suggests talking to the employee in private and saying something like, “Our organization values diversity and inclusion, and we are going to promote and develop people in alignment with those values. Your comments [about a certain political topic] makes me question whether you have the competencies needed for growth in this organization.”
Talk one on one.
Managers also need to be thoughtful about how the volatile political climate is affecting their employees — particularly on teams where political allegiances vary. The Covid era has made work a lonely place, says Opie. And if you’re in the political minority, the experience is all the more isolating. “If your colleague is feeling upset about the [decision by a grand jury not to charge any police officers with killing Breonna Taylor] and no one brings it up, she might feel ignored. She might wonder, ‘Does anyone care? Do they understand?’ As a manager, you need to bridge that gap,” she says. Focus on connecting with and caring for your employees. Opie suggests you ask, “How can I help you feel heard?” Your goal is to reach out and demonstrate that you “recognize your employees as human beings.”
Foster open-mindedness in your team…
“We are living in self-reinforcing echo chambers,” says Gregory, where we often imagine that others see the world precisely as we do. As a result, many of us make incorrect assumptions about others’ political leanings. The risk is that we end up alienating people because they hold a different view. You need to nurture open-mindedness and urge your team not to jump to conclusions. Remind colleagues that working side-by-side with someone who sees things differently can often be a boon to personal growth. “When we start to disengage with people — when we say, ‘I choose not to have relationships with people who believe X’ — we forego the opportunity to learn about how other people think and to influence them,” says Gregory.
… and hold yourself to the same standard.
Talking about your political views with a team member is complicated by the power dynamic: You’re their boss. Opie recommends “treading carefully.” In the case where a direct report doesn’t share your political inclinations, you mustn’t abuse your position by holding their views against them even on a subconscious level. “You don’t want them to feel that they’re going to be negatively evaluated” due to your different stances, she says. Try to keep an open mind, adds Gregory. “Acknowledge that other people can have different viewpoints” and still be decent human beings, she says. “If you can’t see shades of gray, you’re going to have a hard time being a manager.”
Seek outside advice.
It’s not easy to “develop and maintain a cohesive workplace” amidst a hyper-partisan political atmosphere, says Opie. There’s no shame in asking for help. She recommends “connecting with other leaders and managers to learn about how they’re handling these heated situations.” They may offer advice, insight, and ideas that hadn’t occurred to you. Even after Nov. 3, the challenges of running a team with divergent views are likely to remain. “Regardless of who wins, organizations need to think about how they are proactively developing guidelines and discussions for how employees debrief” and process the election, Opie says. “In this charged climate, it will be necessary.”
Principles to Remember
- Be a good role model. Embrace inclusivity, demonstrate respect for divergent views, and be willing to challenge your assumptions.
- Encourage your team members to seek to understand others’ experiences and what lead them to their political beliefs.
- Tread carefully with direct reports whose politics differ from yours. You don’t want them to feel that they’re going to be negatively evaluated due to your differing stances.
- Ban political conversations. It’s impractical and counterproductive.
- Shy away from calling out inappropriate remarks. Otherwise you have given tacit permission for people to speak in insensitive ways.
- Lose sight of how this politically turbulent period is affecting your employees as people. Focus on connection. Ask, how can I help you feel heard?
Advice in Practice
Case Study #1: Establish ground rules for discussion; be open to others’ perspectives.
Over the course of her 25-year career, Susy Dunn has managed a number of teams that had divergent political views. For the most part, her employees have learned to agree to disagree.
“In the end, it’s all about handling conflict with respect and empathy,” says Susy, the chief people officer & chief of staff at Zapproved, which makes software for corporate legal departments. “It’s about how you step outside yourself to think about others.”
A recent experience stays with her. In 2018, Susy’s team — which is in charge of the company’s diversity, equity, and inclusion efforts — organized an event on racism and classism, at which Ijeoma Oluo, the author of the book, So, You Want to Talk about Race, spoke to employees. Many workers were enthralled and energized by the book’s ideas; they began sharing articles on white privilege and organizing discussion groups.
This year, as the Black Lives Matter movement and issues surrounding systemic racism became a focal point in the national dialogue, internal conversations around privilege started again. Some colleagues bristled. “Some stepped forward and said they felt uncomfortable and excluded,” says Susy. “They said they were being made to feel ashamed because they were white.”
Together with the company’s CEO, Susy met with employees to listen to their perspectives. “Our purpose was to bring people together and to create a safe space to have a difficult conversation.”
Susy’s team laid out the ground rules in line with the company’s values: Assume good intent, listen with empathy and curiosity, show respect, and be thoughtful. If things got heated, they would pause and regroup for another time.
Employees told personal stories about their lives and explained their perspectives. People were open and honest.
When it came time for the CEO and Susy to speak, their message was clear and unapologetic: “If we are going to be asked to prioritize between the comfort of the dominant group over the justice of a marginalized group, we will select the justice of the marginalized group.”
It was an “aha moment” for everyone, she says. “People got it.”
But Susy also says she recognizes that those who felt uncomfortable had a point, too. “They said they wanted to tune out politics and focus on their work,” she says. “We realize that people need to be able to opt in to certain conversations.”
To that end, they created Slack channels dedicated to diversity and equity content. But employees who don’t want to be a part of the dialogue, doing have to join in.
Susy says she is proud of how the team came together. “It was a tough but constructive conversation.”
Case Study #2: Check in with employees one on one and don’t make assumptions about how they lean.
Aimee Pedretti, a senior manager at Mammoth HR, vividly recalls how the results of the 2016 presidential election played out in her office.
“The morning after, you could feel the tension,” she says. “Some people were upset and crying, and there were others who, even if they were not expressing jubilation, it was clear they were satisfied with the outcome.”
For Aimee, the experience was eye-opening. While she hadn’t necessarily talked politics with each and every one of her colleagues, she had assumed that most people at her company, headquartered in Portland, OR, held similar political values. “I realized the importance of not making assumptions about people’s opinions,” she says. “Not everyone shared the same political beliefs.”
She remembers taking solace from the company’s leadership. “Things were heated, and emotions were running high — similar to what’s happening today,” she says. “When I think back on those days, I remember messaging from our CEO. He acknowledged that it was pivotal moment for all Americans. It was comforting to feel that management cared about how the election was affecting us.”
The CEO also reminded the team of its company values regarding equality and inclusion. “That really helped level-set us and bring us back to reality: Even if we didn’t all see eye-to-eye on politics, we were all committed to the same purpose and organizational principles.”
Today, amidst another turbulent political season, that lesson has served her well. Aimee says she is “focused on her team’s wellbeing,” and regularly checks in with employees one-on-one to make sure they’re coping alright.
“Things are so divisive right now outside of work,” she says. “As a leader, it’s important to acknowledge there is a lot of fear and distress about the election regardless of which political party you belong to.”
She says she’s also more sensitive about the way she engages with colleagues in conversations about politics — and no longer makes assumptions about how they lean. She tries to lead by example: She demonstrates respect for others’ opinions and an openness to different perspectives. “Managers need to make sure their people feel safe and respected,” she says. “No one should have to stifle who they are.”
Recently, Aimee gathered that she holds very different views from some of her colleagues. “In these cases, it’s important to separate the person from their political positions,” she says. “Managers need to be transparent about how they’re assigning work, how they’re promoting people, and how they’re treating people.”
Sometimes, she says, it’s easier to engage on neutral topics like pets and hobbies. “There’s no need to force a political conversation.”
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