So what’s the problem with being genuine, transparent and true to one’s self. Don’t you want your words to match your actions? Why would you hide your feelings? Isn’t this the best way to foster trust, increase understanding and connect with people?
Not according to my boss or any boss I ever had once I became a manager. As a senior manager I once wrote a piece for a local community news paper it was an opinion piece on the future of services for older people predicting a shift reflecting a more positive view of old age. The Director called me into their office ,”this might be considered controversial in some quarters and board members are concerned this may be seen as the organisations position”. I pointed out that I had clearly stated at the beginning of the piece that these were my views not those of the organisation I worked for. “ As a senior manager you don’t have personal views”.
Managers wear masks because they are expected to own senior managers decisions, who in turn are expected to own the boards strategy and vision. Good managers explain the rational behind the thinking rather than just say this is what the Senior Management team has decided. However in the team meeting the managers body language may not match the words giving away their true feelings. Senior managers are much better at hiding their true feelings, they are on message with carefully chosen words, no hint of a concern about the viability of the proposed action , every confidence that this is the right move.
However this is why employee surveys consistently reveal that employees don’t trust senior management. The solution is more authentic communication. If you’re sharing information be up front with your intentions. Really listen even if what’s being said is not what you want to hear. Don’t act as if you don’t have to explain your self because you’re the boss instead talk the audience through the thinking behind the proposed changes. Acknowledge concerns don’t dismiss or ignore them. These are the people who will be tasked with making it work so if they come up with an issue that didn’t occur to you and your colleagues admit it and seek suggestions for the way round the problem.
Be prepared to change your mind or at least modify your plans other wise your audience will quickly turn off seeing this as a pointless communication exercise. Don’t give false assurances employees would rather hear the bad news now than feel they were mislead further down the road. Never promise what you can’t deliver and if you say you will do something do it. This will not endear you to your colleagues or make you popular with your employees but it will mean they trust you and in the longer term that will make your job easier.
