When To Share Bad News

As a leader, how and when do you share bad news? 

When you're privy as a leader to information that your staff isn't, should you share the news or protect them? When deciding whether to divulge bad news, do these things first:

• Know your tendency. We all have a preferred approach when it comes to privacy. Some keep things quiet, while others are more open. Understand your tendency and find a middle ground.
• Question your motives. Whether you're eager to share news or resisting a conversation, question your motives. Are you feeling guilty about harboring information? Are you afraid of people getting angry?  What value will be gained by sharing the information? 
• Tend toward transparency. Lean toward transparency if possible. As long as you're not violating school/organizational policy, give your team the bad news — especially if it's going to impact their work.

Adapted from "When to Share Sensitive Information with Your Team" by Amy Gallo.

Sometimes They Need to Know

As a leader, how much do you share with your staff?  How do you share it?

As leaders, we have many conversations in our offices with many different people or groups.  In some cases, significant discussions take place.  Some of these discussions end up in important decisions.  However, just because the conversation happened in your office and it was held with a group of key stakeholders, it doesn't mean that your staff knows what's going on.  How do you share important discussions, decisions, or information with all staff? 

Here are a few questions to ask yourself about how you share - or not! - the conversations you have:

• Who needs to know?
• Does everyone need to know?  If so, why?
• Who would like to know?  And just because they'd like to know, does it mean you share with them?
• Who might be affected by the discussions or decisions?  How will they find out what was discussed?
• Might you be missing additional thinking if some people are left out of discussions?
• How do you share discussions / decisions / information? 
• Do people have a variety of ways to access information from you?
• What might be the impact if some people don't know about the discussions or decisions?

Communication is a critical aspect of any school/organization.  People can feel included - or excluded - based on their access to information.  Exclusion from information can have a negative affect on both performance and morale.  In 2012, communication has never been easier.  Multiple methods of sharing information (bulletin boards, memoes, Twitter, email, etc.) have made it possible for everyone to have virtually immediate access to information. 

Don't risk damaging staff morale or their performance because you - as the leader - neglected to share information. 

How do you use Social Media to learn?

As a leader, how do you use social media to learn?

It only takes a passing glance at social media to see that people use them for learning.  It may be something as simple as someone seeking suggestions.  It could be a link to a valuable website or a great article to read.  It can also be an opportunity to engage in longer-term discussions about issues or ideas that really matter to you and your work.  So...how are you using social media to learn?  Or are you?  If you're not, you may be missing something really valuable - not to mention that without connection to social media, you're less and less connected both to issues that are current for people and the methods they use to engage with these issues. 

Does participating in social media demand some new learning on your part?  Sure.  It might take a half hour of your time and the knowledge of a friend who is familiar with any particular medium.  Is it worth it?  Absolutely!  In an age when change occurs quickly, information is essential, and connection is critical, you're being left behind if you opt out.  Ignore social media at your peril as a leader.

Too Much Information

As a leader, how do you know how much information to share with staff?

When leading a staff, it's always important to keep people informed about what's going on - especially when it may affect them and their work.  This means providing them with the information they need.  Yet not all information is necessary for them.  In fact, some might be just too much.  It can become mental clutter and serve as a distracter. 

How do you know when to share and when to be the gatekeeper and protect your staff from an overabundance of information?  As a leader, you need to know how to determine how much information your staff really wants or needs.  What is important for them to know?  What is less important and might well be best if not shared?  Sometimes in our zeal to be effective with communications, we share too much.  At other times, we may be overly-protective of staff and not share with them information that they may appreciate having. 

How do you achieve the balance?  One effective - but embarrassingly obvious - strategy is simply to ask them.  Ask who might like to serve on a small committee to help determine what's important for everyone to know and what's not essential.  By doing this, you demonstrate a desire to share anything that may be important for your staff while recognizing the need to gatekeep the flow.  Your job on such a committee is always to ask: But if someone wants to know more, how do we still ensure that they have access to it? And then ensure that there are structures in place for those who want more.  Virtually every school/organization has at least a small group of people who enjoy serving as the gatekeepers of information.  As leader, you can benefit from the talents on your staff while ensuring that everyone knows just what they need.