SHARE INFORMATION
WHY IT MATTERS
People can’t do what is expected of them unless they have the knowledge they need to do their job. With the many moving parts in a modern organization, it is important employees are being allowed to see the complete picture of what they need to know to be successful in their work. Leaders that are effective at keeping people informed empower them with the knowledge they need to succeed, when they need it most. They don’t handicap people by withholding what they need to know. Leaders who do hoard information, or don’t communicate it promptly or properly, fester frustration inside their people and handicap their ability to choose correct courses of action and make informed decisions.
WHAT IT LOOKS LIKE
Leaders that share information believe in the power of information. They know information that goes unshared may be worse than having no information at all. They know actions and decisions will only be as precise as the information they are based on. They know their people will only be as good as what they know. They establish a culture that constantly asks, “who else needs to know what I know?” They ensure the right people have the right information at the right time.
Leaders that share information make the conscientious effort to identify who needs to know what they know. They ensure they don’t accidentally leave anyone out. They make sure the right information gets distributed to the end of the line, and to the lowest levels of the organization. They defer to spreading communication as far and wide as possible across the organization, based on need.
Leaders that share information are careful about choosing when to share the information they have. They know the timing of sharing information matters almost as much as the content itself. They are careful to not wait so long that the information is outdated or irrelevant, but they are equally careful not to be presumptuous and distribute information before they should.
Leaders that share information ensure everyone is acting from the same base foundation of knowledge so discussions and decisions can be united. They make information sharing a key tool in creating strong teams. They know that unity will only be as strong as the knowledge platform on which it is built.
Leaders that share information resist the temptation to hoard information for the sake of personal power. Instead of being the only one “in the know,” they want everyone to understand what they do. Instead of being the only one with the information, they want to be the one that other people rely on for the information they need.
Leaders that share information establish systems and processes across the organization to ensure that information is disseminated on a regular and reliable basis. Their people always know when information is coming and where it will be coming from. They use as many communication channels as they can. They know that the diversity of their audience requires multiple media be used so that information reaches every person where, when, and how they need it.
BELIEFS
BEST PRACTICES
SELF-REFLECTION
WORDS OF CAUTION
People can’t do what is expected of them unless they have the knowledge they need to do their job. With the many moving parts in a modern organization, it is important employees are being allowed to see the complete picture of what they need to know to be successful in their work. Leaders that are effective at keeping people informed empower them with the knowledge they need to succeed, when they need it most. They don’t handicap people by withholding what they need to know. Leaders who do hoard information, or don’t communicate it promptly or properly, fester frustration inside their people and handicap their ability to choose correct courses of action and make informed decisions.
WHAT IT LOOKS LIKE
Leaders that share information believe in the power of information. They know information that goes unshared may be worse than having no information at all. They know actions and decisions will only be as precise as the information they are based on. They know their people will only be as good as what they know. They establish a culture that constantly asks, “who else needs to know what I know?” They ensure the right people have the right information at the right time.
Leaders that share information make the conscientious effort to identify who needs to know what they know. They ensure they don’t accidentally leave anyone out. They make sure the right information gets distributed to the end of the line, and to the lowest levels of the organization. They defer to spreading communication as far and wide as possible across the organization, based on need.
Leaders that share information are careful about choosing when to share the information they have. They know the timing of sharing information matters almost as much as the content itself. They are careful to not wait so long that the information is outdated or irrelevant, but they are equally careful not to be presumptuous and distribute information before they should.
Leaders that share information ensure everyone is acting from the same base foundation of knowledge so discussions and decisions can be united. They make information sharing a key tool in creating strong teams. They know that unity will only be as strong as the knowledge platform on which it is built.
Leaders that share information resist the temptation to hoard information for the sake of personal power. Instead of being the only one “in the know,” they want everyone to understand what they do. Instead of being the only one with the information, they want to be the one that other people rely on for the information they need.
Leaders that share information establish systems and processes across the organization to ensure that information is disseminated on a regular and reliable basis. Their people always know when information is coming and where it will be coming from. They use as many communication channels as they can. They know that the diversity of their audience requires multiple media be used so that information reaches every person where, when, and how they need it.
BELIEFS
- Good decisions and correct actions can’t be made or taken without accurate information.
- Information is power, but it will have little effect unless it is put in the hands of the right people at the right time.
- Keeping people informed takes more than just desire and intent. It requires defined communication processes and systems.
- Information sharing is about more than just making sure people can do their jobs. It is a way to build unity and invite loyalty.
- There are few things more discouraging than knowing you are being purposefully kept from knowing something.
- There is a careful balance that needs to be found between sharing too much information and sharing too little.
- Because people learn, understand, and consume messages differently, communication needs to be equally diverse.
- You need to be as keen in the timing of your communication as you are in the messaging of your communication.
BEST PRACTICES
- Know what to communicate when.
- Do not hoard good information.
- Share information freely and broadly.
- Be consistent in the messages you send.
- Don’t accidentally leave someone out.
- Carefully judge who needs to know what.
- Use multiple mediums to get your message out.
- Ensure communication is given consistently.
- Trust others with critical information.
- Create communication systems and processes.
- Seek feedback for how to better communicate.
- Ensure everyone knows what is happening.
- Share the whole story whenever you can.
- Ensure communication efforts aren’t sporadic.
- Communicate through various channels.
- Keep everyone “in the know.”
- Help people to feel included.
- Ensure the accuracy of what you share.
- Give people the knowledge they need.
- Don’t distribute incomplete information.
- Share information as promptly as possible.
- Ensure information flows freely.
SELF-REFLECTION
- Do I believe information should be shared and distributed, or do I believe information should be kept and hoarded?
- Do I frequently ask, “who else needs to know what I know,” or do I not think to pass on the information I have?
- Do I give people the right information at the right time, or do I wait too long to share it with them?
- Do I identify what information is sensitive and should not be broadly shared, or do I share what I should not?
- Do I show people I trust them by sharing critical information, or do I exhibit a distrust of others?
- Do I prove my value by sharing what I know, or do I prove my value by guarding what I know?
- Do I have clear systems and processes in place to manage communication, or do I not?
- Do I ensure everyone is on the same page, or do I assume people know what they need to know?
WORDS OF CAUTION
- Don’t overly distribute information and make people aware of things they really have no business knowing.
- Don’t make others wonder if they can trust you with sensitive information because you share too much too often.
- Don’t complicate the communications process by being too overzealous with your communication systems.
- I’m good at keeping everyone up-to-speed.
- I always share the right information at the right time.
- I never forget to pass along information to the people who need it.
- By the end of the day, I don’t have unread emails in my inbox.
- I trust others with crucial information.