Your people want to know what is going on in the business. It helps them to do their work, if they understand the full picture. That’s a no-brainer.
But sometimes, you might be privy to information that could have a bearing on their careers, for example, that you have been told not to share.
I have had huge trust for leaders who have said to me in the past that they will tell me everything they can as soon as they can. I know that they have to keep some things to themselves, for example, about acquisitions before they are announced, or redundancy programmes before HR has figured out the process that needs to be followed.
But I did want to know as much as they could tell me, as soon as they could tell me.
No unnecessary secrets that have a hint of power-play within them. No hiding behind their bosses’ indecisions. Just tell me what you can as soon as you can. That way, you have my trust that you have my best interests at heart, alongside the interests of the organisation. I am not more important than the organisation and it is not more important than me.
Tell me as much as you can as soon as you can. Keep me up-to-date so that I can do my job in alignment with the business context; or so that I can decide upon my own future in the organisation. Please don’t think you are protecting me by keeping things from me. I am an adult, who needs information to make decisions. So please share as much as you can, as soon as you can.
Get the picture?
How do you stack up with sharing as much as you can, as soon as you can? Could you share more, sooner? How about in the virtual world? Do you shy away from communicating difficult messages, just because you are virtual? The same rule applies – share as much as you can, as soon as you can. Verbally is good, so that they can ask questions.
