Divulging Details
What you should and shouldn’t tell employees
By Karen Appold
Contrary to many opinions, there is no such thing as giving too much information, believes Gayle Gregory, co-founder, Workplace Evolution, Ridgefield, WA. “Today’s employees are savvy and intuitive,” she said. “They know what’s going on and even if they didn’t, 99 percent of organizational secrets have a way of getting out.”
Consider this scenario, Gregory suggested. If a building is on fire, it’s better to tell employees the truth. That way they can grab the appropriate bucket and help control the fire. It’s better to have them on board and in the know than standing around the water cooler worrying while the building burns down.
Simply put, deciding whether or not to be honest just adds gasoline to an already blazing fire, Gregory continued. Fear drives our need to hide details. “But anytime fear is in charge, the solution ends up being less than what is possible,” she said. “When we move beyond fear into a belief in each other, new solutions and potential emerge.”
Not giving employees access to everything is expecting them to contribute to something they don’t fully understand, said Jamie Showkeir, job title, Henning-Showkeir & Associates, Inc., Phoenix, AZ. “Unless there is a legitimate legal or ethical reason for withholding information, managers should be as open and transparent as possible,” he said. “Ideally, information should be dispensed as soon as possible through daily work conversations. Those who do the work need to be deeply literate about the business they are engaged in if they’re going to make good decisions that contribute to a business’ success.”
With all of this in mind, here’s how Gregory, Showkeir and Stacey Havel, director of public relations, Bernard Hodes Group, Fort Lauderdale, FL, suggest responding to the following scenarios.
Scenario #1: Your lab may be acquired by another lab.
Havel: The key to this scenario is it may be acquired. It is important to prevent the rumor mill from churning. So, if this is a legitimate situation, confirm with your manager before speaking with your team. When you speak with your team, make sure you provide them with only the facts.”
If you are asked questions you can’t answer, simply tell employees that you don’t know and will try to find out. Also, make sure that you keep your team updated on all developments as appropriate. Corporate communications, along with senior leadership, should let managers know what can be divulged. If they do not specify, however, do not assume that it is a “green light” to tell employees everything, especially in regards to layoffs, managerial realignments or hiring.
Scenario #2: Income is up 20 percent this year.
Gregory: Make sure you understand the profit and loss statement. Income is up. Is net profit up too? The more you can educate employees on reading balance sheets, understanding revenue and profit and the impacts of good and bad customer service on the bottom line, the better able they will be to understand and make sound business decisions. Will the increase in income translate into bonuses or pay raises? When you can explain the “why” and “why not,” people will listen. If you can’t, educate yourself.
Scenario #3: Income is down 20 percent this year.
Showkeir: This also presents an opportunity for employees to engage in a new conversation emphasizing solutions instead of blame. Traditionally, managers have viewed employees as needing to be shielded from this type of information. The organization, conversely, has seen managers as the individuals who need to provide answers and fix the problem. That fails to tap into the vast pool of creativity and talent within an organization and gives employees justification for sniping at solutions instead of being involved in resolutions. Engaging the entire workforce in looking for ways to increase revenue means everyone is looking for solutions.
Scenario #4: There won’t be any raises this year.
Havel: For more than a year now, there’s been a decrease in raises across most industries. If a freeze on raises hits your company, let employees know that this is an across the board freeze and a result of overall economic downturns, not oriented to individual employees’ performance. Not receiving a raise because of the economy is cause for concern for many employees and morale could be jeopardized. If this is the case, try to find some small, cost-effective means to reward employees such as a few extra days off or longer lunch breaks.
Scenario #5: The lab may be relocating.
Gregory: If employees know a move is imminent because you’ve been honest with them, they in turn will be honest with you about their decision to move with the business. For some, it may not make sense. Real numbers make it much easier to plan. Staffing and training requirements won’t be an unknown and you’ll know what you’re dealing with.
Scenario #6: You’re taking a leave of absence for an undetermined amount of time.
Havel: This is a time when you do not have to be specific about why you will be taking time off. It is not necessary to divulge personal information to your team. The only thing you need to say is that you will be taking time off to tend to personal business and have not determined when you will return. If possible, periodically check in via e-mail with the team and keep them updated regarding your return.
Simply Put
To summarize, good communication with your team requires three rules, Havel said.
1. Be honest and up front.
2. Never lie or assume.
3. Provide consistent communications to your team.
Gregory concluded with this final thought, a quote from Mark Twain: “If you tell the truth, you don’t have to remember anything.”
Karen Appold is an editorial consultant in Royersford, PA. Contact her at KarenAppold@comcast.net or visit her Web site at www.WriteNowServices.com.