“I’ve just reviewed our recent performance data, and we may need to change some work assignments,” the vice president reported in his Monday morning management meeting. “But I want you to keep this in the room for now. I’ll know more in a couple of weeks. We can communicate the changes at that time.”
Although the vice president’s decision represents a typical approach, the result is usually exaggerated rumors and fear.
In most employee surveys, among the highest ranked items is, “the need to know about changes that impact me.”
“I believe in quickly communicating changes,” a manager said to me. “But I don’t want employees worrying about things until we know for sure what we are doing.”
Employees are great at reading the tea leaves. They notice whether orders have ticked up or down, and whether their managers spend more or less time in meetings, on the phone or traveling. Many employees have contact with customers, vendors, information technology staff, regulators and truck drivers; all of which are information sources.
I say it is far better to err on the side of communicating too much too soon. Employees will have greater confidence in leaders and the rumor mill will be less active.