Picture this scenario: You’re planning to make some organizational changes that will result in layoffs. Perhaps market conditions are difficult, or you’re integrating a company you acquired. You haven’t figured out all the details about numbers, timing, and terms, so it’s too early to share the full picture — but rumors are circulating.
Talking About a Difficult Decision — When You Can’t Share All the Details
Five strategies to help leaders strike the right balance between saying nothing and saying too much.
August 11, 2023
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Summary.
When you have to communicate a difficult organizational decision to employees, it’s hard to know how much information to provide when you can’t be fully transparent yet. Saying nothing can undermine people’s trust in your motives and compassion, whereas saying too much can leave people feeling overwhelmed and vulnerable as they struggle to process the information and implications. Striking the right balance between these two extremes is a tricky exercise for leaders. The author presents five strategies to help you figure out what to say and do when you can’t yet be fully transparent with your employees.
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Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Writing Skills. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.
Capture your audience's attention with smarter emails, Slacks, memos, and reports.