Don't shoot the messenger - they may be your only real friend! As leaders, we need data and information to make sound decisions. Without them, we are but knee-jerk reactionaries, our direction and focus more resembling a weather vane in the wind than the rock-solid vision necessary for leading others.
Good, bad, indifferent. We need the info.
For instance: Do you blow up (real or perceived) when your staff bring you really bad news? Shooting the messenger is the pinnacle of foolishness; the bad news continues - you simply don't get it anymore. Is that really what you want? You no longer get any bad news ... how cool is that? Bad things are still happening, you just joined the ranks of "last to know". Oops ... not so cool after all.
The truth is, we should embrace those delivering us bad news. Even if they caused it. We can deal with the performance and behaviour later, but right now, the best thing we can hope for is knowledge.
So, what do we say to prompt such open and forthright discussions?
Well, realise first that your words don't mean anything if your actions portray something else, but here are some suggestions:
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Tell your staff to always be honest and frank with you, particularly when one-on-one. Having to "ask the right question" to get to an answer is no way to run a railroad. Or a manufacturer. Or a construction company.
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Make sure they don't color bad news positively. Present it "naked", so to speak. As I frequently tell clients, "I'm just going to say this, and probably poorly. Please allow me to clean it up afterward". You do the same.
Unvarnished, bare truth first; pretty, glossy covers later.
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They need to know that you want ALL relevant information - good and bad. It's not "horn-tootin'" to let you know of things that happened as planned; it's simply informing your boss of relevant status. Both are important.
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Tell them you want both sides of any story with known conflict. We can't be interested in a one-sided flow of information; the hallmark of a good senior manager is the ability to see and discuss both sides, even if they personally favour one. Further, helping your staff learn to see and analyse both sides of an issue is a great developmental tool; conflict resolution starts with having that ability, and it's essential for their growth.
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Make sure they realise that, if they know the answer, they should say so unequivocally. Equally, if they don't know the answer, they shouldn't wrap it in so much rubbish that it appears they do. "I don't know" needs to be a fully acceptable response to a follow-up question.
Author Credits
Kevin Berchelmann, Triangle Performance. Described as a Human Capital Expert by The Harvard Business Press, Kevin Berchelmann helps new managers at private equity, Fortune 500 and small to medium sized businesses become top leaders that deliver results. Now you can get access to his FREE 'At C-Level', cutting edge newsletter at www.triangleperformance.com/articles/newsletter/register/ and instantly receive this FREE SPECIAL REPORT: Survey of Senior Executives.