Hello KSKOers
One of the most important things I learned from leading a restructure many year ago, was to communicate, communicate, communicate. And when you have nothing to say; communicate some more. Join me as I share with you my experience and five recommendations for good communication and transparency when you’re dealing with big changes that impact lots of people.
Looking forward to having you on our learning journey!
Withholding Information
If you’re a leader and you’re saying nothing, there's a presumption that you're withholding information. I’ve never heard a whisper come along the office grapevine that senior people simply had nothing to say. If a leader is saying nothing, then they’re clearly keeping hold of an important secret that’s far too controversial to share, right?
I can remember setting up a meeting and inviting 100 staff to attend at an end of day meeting. For people attending it meant reducing services, cancelling groups, organising alternative childcare and rearranging standing commitments. Knowing that my agenda was to tell them that there was nothing to tell them, I felt like a bit of a fraud. It was a peculiar position to both be in and put others in. Yet, it also felt absolutely necessary.
Being Invisible
I worked in an organisation once, where the CEO was called The Invisible Man. And I heard, along the grapevine, that he knew it was his nickname. I remember thinking how strange it was for him to allow not only the name but his reputation to perpetuate, unchallenged. If you were called The Invisible Man, wouldn’t you want to do something about it?
Early on in that restructure, I became aware that the rumour mill had been grinding away. Whispers had reached me that people were feeling increasingly unhappy and unsettled. Those who enjoyed a drama were whipping up unrest and even the people who were usually disinterested in creating a crisis were becoming vocal. Being the convener of no-news seemed an essential leadership responsibility, and I was said leader.
Being Visible
So, what do you do? What did I do? As a leader, you need to be open and put in place regular opportunities to engage with your people and create situations where you’re visible and accessible. Even when you have nothing to say, tell people exactly that. I’ve also learned that you need to get in front of the rumour mill and send your own messages down the grapevine. Communicate at the beginning, the middle and the end. And in between.
As a leader, being accessible, visible and transparent demonstrates a respect to your colleagues at all levels. Say, 'I have nothing new to update you on, at this time'. Say, ‘Everything is continuing as planned’. Say, ‘The contracts are being reviewed by the lawyers, who will respond in 3 weeks’. Saying that you have nothing to say, is far more helpful than saying nothing at all.
Recommendations for Good Communication and Transparency:
Here are five recommendations for good communication and transparency:
1. Communicate Regularly, Even When There's Nothing to Say: Regular communication helps prevent assumptions and rumours from spreading. Even if there’s nothing new to share, say so to maintain trust and transparency.
2. Address the Rumours: When the rumour mill starts, don’t wait for it to spiral out of control. Get in front of it by addressing concerns openly and directly. This ensures people hear accurate information straight from you, the leader, and people don’t feel the need to make up their own stories.
3. Be Visible and Accessible: You need to be there. Hold regular meetings, walk around your office, be seen in the kitchen, talk to people at their desks, host a virtual Q&A sessions. Being seen and available reduces uncertainty and reinforces your commitment to transparency.
4. Provide Clear Updates on Processes: Be specific when there are updates on decisions or processes. Even if the only update is that things are still being reviewed, providing this context helps people understand where they fit in the process, how long things take, It also reassures people no-news isn’t bad news.
5. Create Consistent Communication Channels: Set up regular touch-points, like meetings, newsletters, or bulletins. When people know when to expect updates, they are less likely to feel in the dark and more likely to trust the flow of information.
The Last Word
Job changes create worry. People have responsibilities, bills to pay and children to feed. If they think their ability to do any of these things is in jeopardy, they will worry. Anything that might threaten people’s financial security should be treated with the respect it deserves. Communicate what you know, communicate what you don’t know and be consistent and regular in doing so. Respond to any rumours that are arising between communication touch-points. Keep people in the picture and be more communicative than you think you need to be!!
Nia is an expert leader who talks the talk and walks the walk. She is an academically awarded thought leader in self-aware leadership and practices self-aware leadership every single day in her role as a Director in a Children’s Charity.
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