In moments of heightened tension, many companies default to silence. The instinct is understandable. When public issues become politicized, saying nothing can feel safer than saying the wrong thing.

We are now, of course, in a moment of heightened tension, amid a federal immigration enforcement surge that has resulted in two deadly encounters with federal agents. Some companies have chosen a form different from silence: speaking collectively, cautiously, and with little specificity.

But silence and caution driven by fear rather than values are not without consequence. Today, it often creates a vacuum that others are eager to fill. So can broad statements that are carefully worded but disconnected from the lived reality of key audiences, such as employees and customers.

There is, however, a third path, one that does not require a company to align itself with a political party but does require it to take responsibility.

At the heart of recent unrest are employees—people who come to work every day, carrying fear, anger, confusion, or grief from what they see in their communities. In the wake of continued violence, including another Minnesotan killed last weekend, that burden has grown only heavier.

Acknowledging that reality is not a political statement. It is a leadership obligation.

Companies can do more by affirming a few things:

• They respect the role of law enforcement in maintaining public safety and the rule of law.
• They are committed to the safety, dignity, and well-being of their employees, many of whom may feel directly affected by events unfolding around them.
• The values that guide them as companies—integrity, respect, caring, and a sense of decency and humanity—must be shared with the greater public, especially during crises.

These positions are not in conflict. Most reasonable people hold them simultaneously. Customers notice when companies go quiet during moments of crisis. So do community leaders. So do employees. They also notice when responses feel generic rather than personal.

Silence is often interpreted as indifference, even when driven by caution. In high-profile moments, the absence of a voice can frustrate customers who expect clarity about a company’s values and its role in the community, especially when organizations have historically spoken out or participated visibly in community events.

A recent example in Minnesota illustrates this third path.

Stillwater recently welcomed 16 snow-sculpting teams from around the world for the World Snow Celebration—during a time of real uncertainty and fear. (For scale, the event drew more than 60,000 people last year.) Federal ICE agents were present in the community. Emotions were high. Confusion was widespread throughout our metro areas.

Yet what visitors and residents experienced was something remarkable: a warm, heartfelt, and unmistakably unified welcome.

Democratic and Republican elected officials stood side by side with corporate executives, the Stillwater Chamber, and community members. (I am a member of the Chamber and a Stillwater resident of three years, but I didn’t have a hand in planning the event.) The focus remained on hospitality, shared pride, and welcoming the world.

Crucially, the city and the Chamber did not ignore reality. While celebrating international visitors—who came from Ecuador, India, Mexico, Peru, Turkey, and other countries—Stillwater Mayor Ted Kozlowski and local leaders addressed ICE activity in the community. They communicated people’s rights regarding the federal agents’ presence. The mayor has made clear to business owners and residents that officers require a warrant for entry.

They reinforced the importance of caring for one another, a value the mayor emphasized as reflective not just of Stillwater but of the Minnesota spirit many of us cherish.

That clarity didn’t inflame tensions—it lowered them. It demonstrated that leadership can be steady without being silent.

In Minnesota, large employers are not just economic engines; they are civic anchors. When communities experience stress or trauma, people look to institutions—schools, faith organizations, nonprofits, local leaders, and major employers—for signals of stability.

The real risk for companies today is being absent when leadership is expected. Silence or distance may feel safe in the short term. But over time, that can erode trust with employees, frustrate customers, and leave communities feeling abandoned. It also leaves a void in the work of helping communities heal and move forward—a step we all hope is not far away.

Teresa McFarland is cofounder of Safety Net, a partnership of three leading crisis communications firms—McFarland Communications, Leer Communications & Consultants, and Velocity Public Affairs. She is a resident of Stillwater and a member of the Stillwater Chamber of Commerce.