You can’t always be transparent

Employees want and deserve transparency, but a 100% transparent leader is deleterious.

Publish everyone’s salary, you’d have a revolt.

Share that you’re selling the company, the deal could be submarined.

Expose negative feedback or an employee’s personal issues, relationships could be damaged.

Reveal your real fears about an uncertain future. You may cause undue stress and departures.

Here are some thoughts on how to balance transparency with discretion:

• If you hide something, people will know

• They probably already know and are making up their own stories

• You can share the context for how a decision is being made

• You can be honest about reasons you’re limited in what you can say

• You can set clear expectations for when and how information will be shared

• You can focus on what you can share

• You can be consistent in your messaging

• You can follow up and provide regular updates

• You can be open to questions and feedback

• You can show empathy and understanding

Team,

I know there's been some uncertainty about the direction of our upcoming product launch. While I can't share specific details at this time due to confidentiality agreements, I want to assure you that we're carefully evaluating several different strategies based on extensive research and feedback. I expect to have a final decision by [date], at which point I'll schedule a team meeting to discuss the launch plan in detail. In the meantime, I'll provide regular updates as new information becomes available and welcome your questions and feedback throughout this process. I appreciate your patience and trust during this period of uncertainty. I understand it’s frustrating and am making it a priority to be as communicative as I can as we move forward together.

Thank you.

Fostering a culture of open communication and trust does not mean you need to over-share.