Honesty may be the best policy, but is it always possible to be honest all the time? Although I am as open as humanly possible with my team, and my customers, there are occasions when it is not right to share or divulge what I know!
On occasion, I hold commercially sensitive or deeply personal information about others that is not for sharing. It would have an effect upon the company, or relationships, and more importantly my credibility and the trust people have in me should I break those confidences.
So why do people give into temptation? It is so easy to be drawn into giving out information to a friend, when it is confidential, sensitive or personal to others. We all know why we are tempted to do it – we like knowing something they don’t know, and when we share it to prove we do, it’s fun to see their reactions! Letting them in on something confidentially builds your relationship with them. Once they know what you know, they also have the same temptations – if they tell others, however much you implore them to keep it secret, they too will enjoy the moment you just enjoyed!
I was once told that ‘sooner or later everyone knows everything’. This does not mean you should tell others because it will come out anyway. It means that when you tell someone something in confidence, you should 100% expect them to tell others. Everyone knows everything. And that probably means everyone knows you were the source!
I have made it a conscious decision not to be that source of a story, even if it is a temptingly good tale to tell.
When to speak, and when to stay silent?
Sometimes you will hold information that directly relates to the future of others. Should it be disclosed at the earliest possible opportunity, or leave it until the last possible instance to save them worrying. What if it is only the possibility of something changing? Do you say something ‘just in case’ or not. Are you just keeping quiet because it is the easier option? If there is no company structure to follow, this is the approach I adopt:
My rule is not to share speculation, only facts. This increases trust in you. I always share information sooner, rather than hold it back, and manage the consequences instead of avoiding the issue. I involve my team as early as possible for the following reasons:
- People feel trusted, respected and treated as adults
- People feel involved with what is happening, and feel they can effectively influence the situation
- People begin to see and understand the wider picture, and the context in which decisions are being made
- Openness and communication is always better than allowing rumours and speculation. The rumours are, in my experience, always far worse than the truth is.
- People settle down quicker and work more effectively in the meantime, even if the future is unknown, because they feel they are informed, that they know all they possibly can at that moment in time. Fear of the unknown creates paralysis, and people not only lose confidence in their future, they lose the ability to perform.
Sharing information with the team allows me to provide a high level of support and encouragement, particularly if the message is unpopular or unwanted. Also, I never promise any particular outcome. There are too many elements that come into play to influence the end result for anyone to be that certain. I share aims and targets instead. Should something not go to plan – and it rarely does – it leaves ‘definite promises’ ending up as huge let-downs, and a loss of credibility and trust in you.
