By Jalel Braden, Senior Communications Specialist, San Bernardino County Employees’ Retirement Association (SBCERA)

In today’s polarized climate, public communicators stand at the front lines of trust, transparency, and civic connection. Working at the intersection of politics, personal values, and public service, we often translate complex and sometimes emotionally charged issues into clear, accessible information for our communities. This work now requires more than technical skill, it demands empathy, steady leadership, and a firm commitment to fairness and facts.

Polarization doesn’t just affect the public; it can also show up in the workplace, influencing team morale, dynamics, and performance. Public communicators carry the added responsibility of navigating personal perspectives while stewarding organizational voice and credibility in an environment where every word can be interpreted through a political lens. Avoiding these challenges isn’t an option. Silence can create disengagement, misunderstanding, and a loss of trust both internally and externally.

Let’s be honest and acknowledge that this work is not easy. We care deeply about our communities and the impact of our roles, and during times of heightened social and political tension, intentional communication matters more than ever.

Navigating emotionally charged moments is not just a leadership challenge, it is a communication responsibility. To better understand how organizations can support this work through a people-first lens, I spoke with Stacey Barnier, Chief Human Resources Officer at the San Bernardino County Employees’ Retirement Association (SBCERA), who shared how HR and Communications can work together to foster psychological safety, uphold public trust, and lead with clarity and compassion.

Stacey oversees training, labor relations, and key programs in recruitment, benefits, payroll, and risk management at SBCERA. Prior to joining SBCERA, she served as Director of Human Resources at California State University, San Bernardino, and remains active on the Board of Directors for the Inland Empire Society for Human Resource Management.

1. From an HR perspective, what are some of the most common challenges teams face during times of heightened political or social tension?
When tensions rise, people naturally bring their emotions to work. The biggest challenges are stress, polarization, and fear of saying the wrong thing. Misinformation can spread quickly, and morale can take a hit. For public agencies, there is added pressure to remain neutral and protect public trust.

2. Why is it important for leaders to proactively address these dynamics rather than ignore them?
Silence can be misread as indifference, or approval. When leaders acknowledge what’s happening, they show empathy, set expectations for civility, and help prevent rumors. In public service, that transparency supports both employee morale and community confidence.

3. How can teams acknowledge emotions in the workplace without crossing into political debates?
Emotions can be recognized without debating opinions. For example: I know recent events are affecting people differently. It’s okay to feel strongly, and it’s important we treat each other with respect. The focus should remain on shared values, respect, service, and integrity, rather than political positions or who is right.

4. What policies or practices help maintain inclusivity when employees hold vastly different viewpoints?
Inclusivity starts with clear behavior expectations and core values that apply to everyone. At SBCERA, employees are expected to act with integrity, accountability, collaboration, and professionalism in service to more than 52,000 members and beneficiaries. These expectations are supported by inclusive educational opportunities, facilitated listening sessions, and consistent enforcement of policies so no one feels singled out.

5. What strategies can teams use to stay connected to their purpose when external events threaten unity or morale?
When emotions are high, purpose is the anchor. Leaders can share impact stories, celebrate small wins, and use brief check-ins or huddles to help teams refocus. Reconnecting to the “why” behind public service helps restore unity.

6. What advice would you give to new or aspiring leaders about managing emotionally charged topics in the workplace?
Listen first, respond calmly, and rely on agency policies for guidance. As Communications professionals, you are encouraged to partner with HR early when issues arise. And remember you don’t have to fix emotions; you just need to create a space where people feel safe, respected, and heard.

7. How do you recommend balancing authenticity with professionalism when emotions run high?
It’s okay to be real, just be intentional. Show empathy while staying focused on the mission. Acknowledging difficulty while remaining calm, consistent, and compassionate helps teams mirror that same stability, which ultimately carries over into our work.

While this article may not ease every feeling tied to the current political climate, I hope it affirms the responsibility and influence public communicators carry, and the power we have to shape understanding, trust, and connection through our work.

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