Leadership Beyond Gossip: Using Information Strategically Without Losing Integrity

Why Credible Communication is Essential

As a leader, it is important to keep your fingers on the pulse of the organization. It helps to know what is happening, what is about to happen and why, because your ability to answer these questions equips you with information you need to take proactive steps to address situations that can create people risk. People risks can have a number of causes like unfair decision-making, or office politics. One way these risks can be mitigated is by obtaining reliable information.

Managers and executives can be lured into participating in the office grapevine because they perceive it as a primary source of information. Unfortunately, when information is gleaned from the grapevine, its reliability can be called into question by multiple stakeholders, whether the information is factual or not. Additionally, in order to obtain information from the grapevine, you usually have to share information which can undermine your ability to lead effectively.

Consider Your Information Source

Depending on the features of your grapevine, there can be differences between information obtained through the grapevine and information that comes through credible channels.  Gossip works its way through the office grapevine and it is information that may be accurate or it can be impaired by exaggeration, minimization and other deceptive tactics being used to manipulate. For the purpose of this exploration, credible information is factual, based on research, data and evidence and while emotion can infiltrate the transmission of information, providing supporting evidence can help with balancing objectivity, empathy and bias.

The grapevine has its pros and cons. One benefit is that leaders can obtain the information they need, perhaps even more than they anticipated. Another advantage is that leaders can influence decisions through the grapevine. As already indicated, the grapevine can distort the message and undermine the receiver of information because at some point in the present or future, leaders will have to share sensitive information in order to participate in future exchanges within that system.

There are organizations that have formal, internal communication networks that facilitate communication supported by a well-developed system. These networks may be well-planned and operate optimally but when leaders make mistakes, like making unpopular or bad decisions, employee disengagement can set in. For organizations where leaders are intent on playing power games by hoarding information, the lack of information creates an imbalance of power usually favouring those with power.

How Effective Leaders Access Credible Information

Great leaders are gifted with the ability to obtain relevant information while maintaining their personal integrity. Leaders need credible information to:

1. Make fair, balanced and informed decisions;

2. Balance the facts with empathy, instinct and other relevant characteristics; and

3. Set the stage for healthy workplace relationships by addressing latent and emergent issues.

   
   

Here are two ways team leaders can access credible information they can use to perform and sustain healthy connectivity:

1. One way leaders access credible information is through participation in relevant committees. This provides them with first-hand knowledge of a decision or plan, the basis upon which it was developed, and how it is to be executed. Participation in a committee provides leaders with the opportunity to directly influence decisions or solutions. Contributing leaders can access the minutes and action items as records. While this method of information exchange provides a higher standard of information than the grapevine, it can be a time-consuming process or a waste of time if the person leading the meetings is not effective as a chairperson.

   
   

2. Another way to obtain credible information is to contact the source. This works if the leader has developed an integrity-based network he/she can tap into for work related information. Information can be a phone call or email away.  Using your network must be managed carefully so you don’t fall into the gossip trap.  Gossip can be misleading, and personally offensive. There are no rules of engagement or accountability when using grapevines so each person’s gossip proclivities can differ in terms of what they share, how they share it, how they embellish it and what they believe.

Accessing clean information is not enough, the next steps are to use it to build a transformational plan and it should be designed to build, and should be supported by available facts and when facts are not accessible, instincts can be a valuable resource.

Shifting to Healthy Exchanges of Information

And here are three tips you can use to transform unhealthy exchanges of information into healthy ones:

1. When a person approaches you with the intent to disparage others you should reframe the tone and content of the conversation by asking a few questions designed to uncover the intent of the conversation and transform it into a productive tone. Questions like, “How can we help this person?”, “How can the situation be resolved?”, or “What is your purpose for sharing this information with me?” can be used by leaders to help coworkers to shift the conversation to a solution focused tone.

   
   

2. Additionally, as a leader, you should not allow statements to remain off the record. When you allow assertions to be classified as informal information that is not tested for accuracy or recorded, there is no accountability, no commitment to a solution, nor is another perspective sought. This can lead to the unconscious development of unfair biases within you, which may be the primary intent of the person requiring confidentiality from you.

   
   

3. Truly effective leaders find ways to stay informed while maintaining their personal and professional integrity. Rather than rely heavily on backchannel gossip, they cultivate channels of honest, transparent information that allow them to remain grounded, objective, and responsive.  They are also mindful of how they deliver information, managing their emotions in ways that maintain healthy connections.

   
   

While there are leaders who rely heavily on the grapevine because of its proximity and ease of access, they run the risk of being burned by this source. When used with constructive intent, information is shared appropriately, in ways that build and sustain trust over the long-term. Healthy exchanges of information can also provide critical insights and because of how credible information is usually collected, transparency is possible.

About the Author: With over 40 years of global consulting, thought leadership research, and Fortune 500 experience, Yvette brings deep expertise in trust, leadership, and organizational ecosystems. She is a multiple award-winning author and creator of a unique, proven model for transforming organizations from the inside out.

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