How to Lead in a Polarized Workplace with Louisa Loran

Political differences. Generational divides. Rapid technological change. Economic uncertainty. People are bringing very different experiences, assumptions, and perspectives to work, and leaders are increasingly responsible for helping them work together. ## *So, how *do* you lead in a polarized workplace without expecting everyone to think the same way?* In this episode of *The Leadership Habit* podcast, host Jenn DeWall sits down with Louisa Loran, executive advisor, board member, and author of *Leadership Anatomy in Motion*, to explore how leaders can build trust, encourage curiosity, and help employees stay connected and productive in a divided world. Their conversation offers an important reminder: effective leadership isn’t about eliminating differences. It’s about creating an environment where people can bring different perspectives to the table, challenge their own assumptions, and still move toward a shared goal. ## **Meet Louisa Loran** Louisa Loran is an executive advisor, board member, author, and global business leader with more than 20 years of experience across industries, cultures, and geographies. Her career includes leadership roles at global organizations such as Maersk and Google, as well as experience in consumer products and luxury brands. She has built billion-dollar businesses, led major transformations, and advised leaders, boards, and investors across the United States and Europe. Those experiences have shaped a central idea in Louisa’s work: people can look at the same situation and see it from very different vantage points. Her book, *Leadership Anatomy in Motion*, explores what it takes to lead through changes in both technology and people, drawing on stories and experiences from her international career. ## **Why Leading in a Polarized Workplace Requires Curiosity** When people encounter uncertainty, their instinct can be to hold more tightly to what they already know. Louisa argues that leaders need to deliberately interrupt that instinct. Instead of simply looking for more information that confirms an existing belief, she encourages leaders to consider what they may need to unlearn. “What else could be true? What can I be open about?” That doesn’t require leaders to abandon their beliefs or agree with every perspective they encounter. It means being willing to examine their assumptions before making a decision. Louisa describes this openness as an opportunity to either confirm what you already know or expand your understanding. For leaders, that distinction matters. Curiosity makes it possible to hear information that might otherwise never make it into the conversation. ## **The Information Leaders Don’t Know Can Matter Most** One of the most interesting ideas in Jenn and Louisa’s conversation is the information gap that develops as decisions move through an organization. People closest to a particular task may understand nearly every detail. As information moves through layers of management, however, some of that context inevitably disappears. By the time an issue reaches senior leadership, executives may only see a small portion of the original picture. For Louisa, the question isn’t simply whether senior leaders have *enough* information. It’s whether the **right information** reaches them. That changes the leader’s role. Instead of assuming they already have the answer, leaders can create context, establish direction, and invite employees to contribute what they know. When employees with different experiences and perspectives feel comfortable contributing, leaders get a much richer picture before making decisions. ## **Don’t Eliminate Disagreement. Make It Productive.** A polarized workplace doesn’t necessarily become healthier when everyone agrees. In fact, different perspectives can improve thinking when people are willing to engage with them. Louisa describes the value of a “generative conversation,” where two people enter with different perspectives and leave having expanded one another’s thinking. “Talking to someone where they have a perspective, I have a perspective, and we lift each other together.” That is very different from approaching a conversation with the goal of proving another person wrong. **For leaders, creating more productive disagreement can start with a few simple questions**: - What might I need to unlearn? - What else could be true? - What am I curious about? - What information or perspective might I be missing? Those questions create room for employees to contribute instead of simply defending their positions. ## **Build Trust Before You Need It** Curiosity and openness may sound simple. Practicing them when emotions are high is much harder. That’s why Louisa encourages leaders to develop these behaviors in smaller, everyday situations. “These are behaviors that you can train in small things or in big things.” A leader who regularly practices listening, admitting when they don’t know something, reconsidering assumptions, and seeking another perspective is better prepared to respond when a significant disagreement or organizational change occurs. Over time, these behaviors can also help create the trust employees need to speak honestly. When people believe their perspective will be heard rather than immediately dismissed, they’re more likely to share the information leaders need to make better decisions. ## **Look Beyond What’s Right in Front of You** Louisa also introduces a simple metaphor for navigating uncertainty: look toward the horizon. When people feel threatened or overwhelmed by change, their attention can narrow. They focus on the immediate problem, headline, disagreement, or risk in front of them. Leaders can help teams widen that view. Instead of only asking, “What’s happening right now?” they can consider what might happen next, what possibilities exist, and what role the team can play in shaping that future. That shift moves people from reacting to participating. It can also create space for innovation, partnership, learning, and hope when uncertainty would otherwise cause people to shut down. ## **Four Leadership Behaviors for Navigating Change** Toward the end of the conversation, Louisa shares four behaviors at the heart of *Leadership Anatomy in Motion*: 1. **Envision ambitiously.** Look toward the horizon and imagine what a different future could look like. 2. **Expand with curiosity.** Seek out perspectives and possibilities beyond what you already know. 3. **Steer decisively.** Use new information to determine what matters, what needs to change, and where to focus. 4. **Embody change with presence.** Don’t simply talk about the future. Show through your own behavior that you are willing to be part of it. Together, these behaviors give leaders a practical way to lead through disagreement, uncertainty, and change. ## **Better Leadership Doesn’t Require Everyone to Think Alike** Leading in a polarized workplace isn’t about getting everyone to share the same beliefs, experiences, or perspectives. It’s about creating enough trust and curiosity for people to work together despite those differences. That starts with leaders being willing to examine their own assumptions, invite perspectives they don’t already have, and create conversations where people can contribute rather than defend. As Louisa explains, leaders can practice navigating change and difference. The more they practice it in everyday moments, the more prepared they and their teams become when difficult moments arrive. ## **Where to Find More From Louisa Loran** Learn more about Louisa Loran, her work as an executive advisor, and her book, *Leadership Anatomy in Motion*, through her website. You can also connect with Louisa on LinkedIn and explore her Leadership Anatomy Mirror, an exercise designed to help leaders reflect on the four leadership behaviors discussed in this episode. Listen to the full conversation with Louisa Loran on *The Leadership Habit* podcast for more insights on curiosity, trust, human agency, and helping employees thrive in a polarized world. ## **Build the Skills to Lead Through Difference and Change** Today’s leaders need more than technical expertise. They need the ability to communicate effectively, build trust, make sound decisions, adapt their leadership approach, and bring people together around shared goals. ***Ready to strengthen the way your leaders communicate, collaborate, and lead through change?***  Crestcom’s complimentary Leadership Skills Workshop gives managers and leaders an opportunity to experience Crestcom’s practical approach to leadership development. In just two hours, participants gain actionable tools they can apply to real workplace challenges and leave with a personalized plan for putting those skills into practice.   The post How to Lead in a Polarized Workplace with Louisa Loran appeared first on Crestcom International.