Challenging times: how to address them in the workplace
When a tragedy captures national attention, it doesn’t stop at the news cycle. It follows people into their workplaces, their conversations and their thoughts throughout the day. Employees don’t leave shock, grief or uncertainty at the door when they log on or walk into work, and how organisations respond in these moments matters more than many realise.
For Australian workplaces, events like the recent violence at Bondi Beach feel especially confronting. Large-scale attacks are rare here, which can amplify the sense of disbelief and vulnerability. At the same time, moments like this often bring out the best in communities, with people stepping forward to donate blood, raise funds and support those directly affected.
Amid all of this, leaders and communicators are left navigating a difficult question: how do you acknowledge what’s happened without overstepping, causing harm, or saying the wrong thing?
There’s no perfect formula, but there are some clear principles that can guide thoughtful, human responses.
Acknowledge what’s happening
Silence can be damaging when an event is dominating the national conversation. Failing to acknowledge it can be interpreted as a lack of care, even when that isn’t the intention.
People will be affected in different ways. Some may have personal connections to the event, while others may feel shaken simply because it challenges their sense of safety or identity as part of a broader community. Acknowledging this doesn’t require detailed commentary or grand statements. It simply means recognising the moment and making space for people to process it.
Support also needs to go beyond directing employees to formal services. While employee assistance programs are important, they aren’t always the first or easiest option for everyone. Encouraging connection between colleagues, making leaders visible and approachable, or offering access to on-site or virtual counselling can make support feel more real and immediate.
It’s also worth remembering that this isn’t a one-day issue. Emotional responses don’t resolve neatly after a single message. Ongoing awareness and check-ins, even informal ones, help reinforce that care isn’t performative or short-lived.
Pause business-as-usual communications
Moments of national grief or shock call for restraint. Promotional campaigns, upbeat announcements or scheduled content can feel out of step and risk appearing tone-deaf if they continue as planned.
Pausing content isn’t just about avoiding reputational damage. It’s also about recognising that people’s attention and emotional capacity are elsewhere. What feels important in normal circumstances often feels irrelevant when something serious has just occurred. Taking a pause signals awareness, empathy and respect.
Offer constructive ways to help
In the aftermath of tragedy, many people want to take action. Doing something practical can help ease feelings of helplessness or distress.
Organisations can play a role by identifying credible ways for employees to contribute, whether that’s sharing information about blood donation, supporting verified fundraising efforts, organising matched donations, or enabling volunteer leave. These actions give people a sense of agency and reinforce collective care.
Preparation helps here. Considering potential response options as part of crisis planning makes it easier to act quickly and responsibly when the unexpected happens. Any opportunities shared should always be checked for legitimacy to avoid unintentionally promoting misinformation or fraudulent activity.
Choose channels and tone carefully
How a message is delivered can shape how it’s received. Different channels carry different expectations, and sensitivity is key.
Public channels such as social media are often used for broader messages of support, particularly when they’re already part of an organisation’s regular mix. Internal platforms can be appropriate for more personal or practical communication.
Problems can arise when organisations use channels in unfamiliar ways. For example, sending emotionally charged messages through channels typically reserved for sales or promotions can feel impersonal or intrusive, even if the message itself is well intentioned. Consistency in voice and purpose helps messages feel genuine rather than transactional.
Keep communication factual and avoid division
Tragic events often spark strong opinions, speculation and misinformation. Workplaces aren’t immune to this, and heightened emotions can quickly lead to tension if not handled carefully.
Clear boundaries matter. Leaders and communicators should focus on verified information, avoid conjecture, and reinforce expectations around respectful behaviour. This may involve reminding people of organisational values or simply reinforcing that the workplace is a space for support, not conflict.
When issues do arise, addressing them early is important. Allowing misinformation or harmful conversations to linger can undermine trust and psychological safety. Bringing discussions back to shared identity and collective responsibility often helps reset tone and expectations.
