Recently, a student at my daughter’s high school, enquired about a particularly sad and strange incidence that was swooning over our family; Daiyaan quickly texted me, how disappointed she was that someone knew – and were asking her about the incidence. Also, that she (Daiyaan) just didn’t want to talk about it!
Accidents happen; sometimes, things that you don’t want to deal with, engulf you. In the larger storyline of life, the incidence itself, may or may not be significant; the question remains, how you deal with it, and what do you do going forward.
In our Twitter infested and FaceBook encumbered lives, everyone seems to know everything. Do you hide from the reality? Or do you confront it, and move forward.
One of the lessons I have learned in business, once characterized as one of those Buffet Rules: “When you put something down on paper, assume that the world knows .” In essence, put as little as possible down on paper (or electronic media).
Often, business leaders are concerned about sharing information that may/not be classified “confidential” with employees or customers.
Most things, we think are ‘confidential’ – everyone usually knows or have a good estimation; they may not know the exact details, but they have a good idea of what’s going on.I have always advocated business leaders to communicate clearly, with relevant facts, and be On Point.
Remember, “Less is More” when it comes to communication. Stick to the point and communicate often. Repetition can be useful in certain circumstances. Repeating the truth is a good thing – repeating otherwise only deepens the suspicion towards leadership and dilutes your personal brand.
Often, as leaders, we simply cannot respond to questions; there was a time, during an assignment, when significant HR issues were engulfing us every day. Speculation, innuendo and rumor were floating all around us. As leaders, both for legal and ethical reasons, we just cannot respond to questions about individuals or their behaviors. Staying silent is one of the more difficult challenges a leader faces during a crisis. When people ask me questions about sensitive matters, instead of hiding, I simply say that I cannot talk about individuals or confidential business topics. Usually, they stop asking.
In a very similar tone, when it comes to personal topics, I have found it useful to use the same tactic of staying on point and sticking to “facts” as the best way to get a message across. Often, people will call and ask me this/that and I change the topic of conversation, or just tell people that it’s really not appropriate to talk about this particular topic. Once, I had to tell a badgering “well wisher” that it was none of their business!
I have found, in crisis mode, most of your friends will not even bother you by asking what’s going on and will wait for you to share – whenever you are ready. This crisis may actually turn out to be a good test to see who are your true friends.
When Daiyaan wrote me the other day, about how to respond to this person, I asked her to smile back and just say, “you know, how sad and difficult it is”. This way, she has not shared any more information, and in a polite way, refused to engage in a conversation that need not be had.