When it comes to politics, country music singer Dolly Parton is famously neutral. Whereas other stars use their celebrity as a platform to voice their political opinions, Dolly has said, “I don’t do politics. I’m not getting into any of that. Because I have a lot of fans out there, and I don’t want to offend anybody.” And yet, despite her reluctance to enter the political fray, she doesn’t shy away from supporting causes she believes in, including literacy, COVID-19 vaccines, and LGBTQ rights.

It’s this combination of neutrality and empathy that caused Parton’s name to come up while chatting with senior executives after recent U.S. Supreme Court decisions. When asked about how their organizations were responding to abortion, affirmative action, and more, one executive said she worried about alienating some of her employees. Another said his company was taking a “Dolly Parton approach”—you may guess where they stand, but they’re not going to reveal it outright.

This discussion is now more relevant than ever, with recent controversial Supreme Court rulings on affirmative action and LGBTQ rights. Moreover, some companies that chose to take a stand on social issues have faced backlash and boycotts. Bud Light saw sales plummet 30% in June 2023 compared with the same week in 2022, following a boycott related to the company’s partnership with a transgenic influencer. Meanwhile, Target Corp. lost $13 billion in market value in one month, at least some of which has been attributed to consumer backlash against its Pride-themed children’s clothing line.

Yet, according to recent surveys, 65% of consumers want companies and CEOs to take a stand on social issues. But what if doing so costs the company, either in lost talent, sales, or partnerships? With Americans’ opinions sharply divided on issues such as affirmative action, LGBTQ rights, gun control, and political candidates, a significant fraction of a company’s employees or customers are likely to feel differently from a firm’s stated position.

Also, 56% of consumers think that too many brands now use societal issues as a marketing ploy to sell more of their products. So what should leaders consider when controversial social issues arise? Here are three common approaches and what neuroscience tells us.

1. SAY NOTHING

In our discussion with executives, some viewed saying nothing about recent Supreme Court rulings as the safest option. Indeed, with so many contentious issues these days, some companies might choose to take a stand on only those that most strongly impact their employees, customers, and mission.

However, saying nothing can actually say something, with people likely to construe silence as dismissiveness or tacit approval. Because sensitive issues are stressful and can affect an employee’s ability to work effectively, a leader’s failure to acknowledge strong feelings could be viewed as out-of-touch and uncaring. In addition, a recent survey indicated 56% of respondents say they have no respect for CEOs who remain silent on important issues.

Still not sure whether to say anything? That’s okay—you don’t need to rush into a decision. One executive said that when controversial issues arose in the past, his company took a pause and observed how the rest of their industry was responding. Often, when large companies decide to take a stand, smaller ones follow suit.

2. ACKNOWLEDGE STRONG FEELINGS ALL AROUND

Some organizations feel they can’t say nothing, but the costs of taking a stand are too high. What they can do, then, is validate both sides. Validating doesn’t mean you agree with an employee’s position, but you’re not calling them crazy, mean, stupid, or lazy, either. It’s saying, “I hear you and understand why you’d have that perspective.”

Employees don’t expect their managers to solve all of the world’s problems, but feeling understood can activate brain regions associated with reward and social connection. Simply put, by offering employees enough psychological safety to speak their true feelings, and then by listening to understand and not to respond, managers can help defuse an ignited stress response.

One company in the discussion communicated to employees that it’s a complicated time and asked, “What can we do to support you?” An even better approach is to offer employees a choice in forms of help. For example, a manager could say, “I noticed you’re feeling stressed by current events. Would you like to take a mental health day? Or can I extend the deadline on that report you’re working on?” Offering choices both eases cognitive burden and increases an employee’s sense of autonomy.

3. TAKE A STAND

After the ruling that struck down affirmative action in college admissions, many companies issued boilerplate statements that reiterated their commitment to diversity. Others wanted to make it very clear that talent practices won’t change. Salesforce, for example, noted that the “decision regarding race-conscious admissions is a setback for equality. Our commitment to equality doesn’t waver, and we will continue to work toward our representation goals, regardless of today’s ruling.”

In reaction to the abortion ruling, some companies took even stronger stands. For example, Patagonia offered to bail out employees arrested in abortion protests, and other companies made large donations to Planned Parenthood.

Taking such stands could cause companies to lose customers that don’t agree with them. In some sectors, the loss may be balanced by a gain in like-minded customers. However, the net gain or loss depends on a variety of factors, including the demographics and political leanings of the company’s geographical market. A small business in a conservative, highly religious location, for example, would have little to gain by coming out in favor of legalized abortion.

Another issue to consider is whether the stance taken aligns with your company’s purpose, values, and practices: In other words, are you walking the walk? If, for example, a company voices support for the Black Lives Matter movement but doesn’t have any Black people in executive positions, the stance could backfire and be seen as “woke washing.”

Companies that take a stand must be aware of the risk of losing employees over their decision, in addition to potentially creating harmful in- and out-groups in the office. People who disagree with the company’s stance may feel that they don’t belong there or that they’ll be penalized if they speak up for their beliefs.

One approach is to come out with your values but make it clear that people with different values are welcome, and diverse perspectives are appreciated. To avoid out-group creation, it’s also important to unite people under a shared goal or sense of purpose, such as an upcoming project deadline or the company’s mission.

Whatever approach your company’s leaders take to address controversial issues that arise, it’s important to remind employees that their individual beliefs and perspectives are a valued part of the company’s commitment to diversity and inclusion.

By focusing on a company’s shared goals, leaders can turn down divisiveness while still acknowledging strong emotions. And remember, there’s a reason that Dolly Parton, while still staying true to her own values, is loved by people of all political persuasions and walks of life.