This is a continuation of the postings on leadership traits that build trust as illustrated in chapter 14 of the book titled, Leadership Lessons from West Point. Chapter 14 is authored by Colonel Patrick Sweeney. This post will discuss the attribute of openness in communications. Openness, as you recall if you read the previous postings on trust, was ranked in a survey of military personnel as being number eight out of ten of the most important attributes for developing trust by a leader.
Colonel Sweeny opens the section on openness with the following header: “Sharing information, especially in chaotic and dangerous situations, provides group members with a sense of predictability and control they need and crave, which facilitates successful stress management.”
Not all of us live and work in physically dangerous environments as do military soldiers and law enforcement officers. It is fair to say, I think, that quite a lot of people in our society operate in chaotic and stress filled environments where other types of dangers lurk. In non-dangerous jobs where there is no chance of losing your physical life because of poor leadership communication, the lost or injury to your professional life is always a viable possibility.
Regardless of what type of battlefield we traverse daily in our jobs, we need information so we can prepare ourselves to fulfill the demands of our duty. It is just blatantly unfair and unethical to send others into situations without sharing every tidbit of information that is practical and prudent. If team members know the details of what is in front of them they can prepare mentally, physically and emotionally for the demands they must meet. When totally prepared personal confidence, confidence in the leader, and confidence in a successful mission is raised to a higher level.
I will venture to say that in our careers we have been sent into meetings, on missions or into some job role without being given adequate information. Without knowledge of the landscape and intelligence of what can be expected is like walking into a dark cave without a flashlight. It is scary and it is, most of the time, unnecessary. It is in my opinion unethical and poor leadership to send team members into any situation, albeit, a military battle, a domestic law enforcement situation, a man hunt, etc., without adequate preparation. A huge part of preparation is in the form of accurate information communicated from the leadership. Giving people valuable information allows them adequate time to prepare mentally and to emotionally adjust to the demands of the duty.
Open communication by a leader with their organizational and team members fosters a team unity mentality to meet the demands of the job. Without openness within a unit the old “us versus them” mentality develops. When leaders are forthcoming with any and all available information it creates openness up the chain of command too. Information flows freely from the subordinates to the leaders. It comes down to, if I, as a leader, want to know what I need to know to lead successfully, I must communicate to others what they need and crave to know. It is nothing more than tell and be told, inform and be informed. Simply, if the team senses that the leader trusts them enough to share all the intelligence available, they will in turn develop trust in the leader and carry vital intelligence to him. Openness, then, creates trust and leads to trust from all directions within the team unit or organization.
Is there an open flood gate of rumors in your organization? Is the rumor mill churning at maximum power? Is your organization, or are you as a leader, still operating under the old school paradigm of “go and do as you are told and don’t ask why. If we think you need to know something, we will tell you?” This type of organizational culture feeds mistrust and accelerates the rumor mill to full throttle. Rumors and distrust grows best in the soil of ignorance and darkness.
When people do not know the facts they create them in their own minds and communicate them to others for feedback and support. Generally these “facts” are far from accurate, but it is all they have to prepare themselves. The problem with making preparations based upon false information is it is laying the groundwork for a disaster. When the subordinates gets into the throes of his assignment and realizes the reality of his environment is not at all what they thought and prepared for, panic and disorganization sets in. When this happens, mission success or the desired outcome of the job assignment is in jeopardy.
Success can only be realized if we will fertilize the soil with correct and timely information, and be available for questions, concerns and support during the process. Just shoot straight with the team and give them the best and most accurate information that is available. With this climate of openness your unit or organization will start to see a vast decrease in rumors and begin the process of developing trust in its leadership. Remember that well informed members in a trustworthy environment do not start rumors. They, instead, seek answers knowing and trusting that if the leader knows the facts and information it will be feely shared. If the leader holds back information then the team will grow suspicious, trust deteriorates and the rumor mill cranks up. The “us versus them” culture grows. The vital support and team unity needed to accomplish the mission is lost or at least terribly weakened.
Always remember that people cannot and will not function at a high level of effectiveness or be high level performers when they are preparing and operating on false information based upon rumor rather than accurate and timely information from their leader. People are not like mushrooms which grow best in dark and damp places; they are like sunflowers that need the fullness of sunlight to grow, develop and perform at their full potential. Communicate! Communicate! Communicate!
In summary Colonel Sweeney tells us that openness and a leaders’ willingness to share information serves four important functions:
1. Openness allows the subordinate to prepare for their duties and manage their stress.
2. Openness demonstrates trust between the organizations’ leadership and subordinates that they are not hiding anything unnecessarily.
3. Openness increases interdependence and team unity that is needed to meet the demands of the team and organization.
4. Openness leads to subordinated openness being reciprocated up the chain of command
Trust can only be developed in openness where there the information flows freely in all directions. Develop trust in your area of responsibility by sharing everything you can about the mission or the job at hand with your team.
Esse Quam Videri
Carpe Diem
Arete’
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