Managers often learn unpleasant truths that are not known to the members of their teams. Whether it is customer dissatisfaction or a piece of bad news from senior management, they are considering what to tell their people and what to keep secret. How to decide?
To get started, realize your natural approach to information sharing. While some people remain almost silent, others cannot leave anything for themselves. Both these extremes are unprofessional in managerial work. Every manager should therefore recognize his tendency and seek the golden middle way accordingly.
Then comes the question of motives to share or withhold information. Do you feel bad because of remaining silent? Are you worried that your people cannot accept your message? Stick to the rule of not sharing information only because it will make you feel better. On the contrary, do not remain silent just because sharing some information is not pleasant to you.
Try to be as transparent as possible. It will help you gain your people's confidence and understanding that you can not always say everything. Try to add some hope for a better future. You do not, however, have to share everything. If you, for example, do not have all the necessary information, do not needlessly spread panic by publishing your thought processes.
If you disclosing some information is prohibited by a corporate policy or by your superiors, you'd better be quiet. If you feel that your subordinates should know, you should first contact your bosses and get the permission from above.
YES
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Ask yourself why you want or notwant to disclose certain information to your team.
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Try to be as transparent as possible.
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Formulate the information so that your people know what they can do with it.
NO
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Do not hold your information just because you do not know how to do so.
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Do not exceed corporate policies.
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Do not explain every detail of every decision.
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