Information: Share It
By Bev Kaye
Information is power. But you've known that for a long time. As kids we knew that having the inside scoop is cool and we felt important if we were given information that others did not have. If information is power, then being "out of the loop"—lacking information—might leave one powerless. Your employees want you to be "in the loop" and they want and need you to bring them in too.
In the Absence of Information They Will Make It Up
Sharing information during times of dramatic change is even more critical than during stable times. We have seen dozens of examples of high-level managers withholding information -- we acknowledge that at times you simply cannot share -- and middle managers hoarding information out of fear of losing their power or importance.
Check out what might happen when a senior manager withholds information about change:
| Senior Manager Thinks: | Employees Think: |
|---|---|
| It's too early to tell them. | Silence must mean it's pretty bad. |
| This news is too frightening—we'd better wait. | They're moving the company to Panama. |
| I'm afraid if we tell them, productivity will drop. | The company's going belly-up. Where else can I get a job? |
The manager is trying to protect the employees and prevent the water cooler talk that puts a huge dent in productivity. Ironically, it backfires. What do you suppose happens to productivity as employees worry about their jobs and, worse yet, update their resumes?
In contrast, when top leaders give information as early and honestly as possible and hold managers accountable for sharing the news, employees feel important and valued, and the productivity dip has been minimized.
How to Share
Volumes have been written about how to communicate with employees, both in "normal" times and during times of dramatic change. Face-to-face exchanges, videos & newsletters, e-mails, voice mails, open forums and bulletin boards all have a place in the process. Which approach works best given your organization's culture and your message?
Here are a few guidelines to consider:
To Do
- Share information face to face, especially if it is difficult to deliver or will impact your employees in significant ways. Tell your direct reports the news yourself, rather than having them learn it from a memo or some other source. Then, let your supervisors give the news to their direct reports. Research shows us that people are more apt to believe the news and react more favorably when it's delivered in this manner.
- If critical information must flow down through many layers, make certain the message is getting through. We all know what happens to a story when it has been repeated several times—it barely resembles the original!
- Get creative. If a message is sent creatively it will have chance of being noticed. Consider doing the unexpected. If people are used to hearing news via memos, try a face-to-face exchange or video next time.
The Bottom Line
Stay in the loop. Keep your employees in the loop. It will help you
keep your talent!
