Unfortunately, we have developed into a society where rumors and gossip often provide convenient tools for both competitive recruiting as well as manipulation of workers. “False News” is major contention in political and business circles today and we are preoccupied with sound bite mayhem and death by innuendo.
While social media is often maligned for these issues, it only helps to propagate, it is not the cause nor is it the generator of the derogatory material, it must originate with a human being, i.e. leader, employee, customer or competitor.
Leadership is generally at the forefront of this very destructive and corrosive process when it starts. I recently commented to someone and firmly believe, “there is NO leadership model in existence that will allow you to avoid relational conflict” and this is one of those areas.
This means that leadership sets the standards of what is acceptable and what is not so this is a critical part of culture that cannot be assigned or delegated. If leaders are using rumors to manipulate the workforce it should not come as a surprise with it turns into a firestorm.
Attribution Stuart Miles — FDP
For example, I just recently I tracked a single “Fake News” article that was a known hoax, yet it was re-tweeted over 500 times in less than 14 hours. I didn’t even bother to check the other social media sites. If this is happening in the public arena what makes you think it can’t happen within your company?
Personally, in my somewhat Utopian corporate world, there is no place for falsehoods, rumors or gossip.
Workplace gossip and rumors can represent a destructive force among employees and customers. The rumors or gossip can be about management, company operations, product or service quality, suppliers, or other employees, any of them can spread virally.
So often, people will believe the rumor or gossip, even if it isn’t true, and pseudo truth can then spread to the customers, clients or the public, as well. While some may be harmless, it is always necessary to deal with rumors and gossip in the workplace immediately — before they spread out of control.
Here are some suggestions to deal with them:
1. Always Practice open communication with your employees.
Change in business is a part of life so this is particularly true if your company is planning or executing a major change or relocation. Companies are most vulnerable when they are during major changes because of uncertainty so this aggravation does not need a lot of energy added to blow out of proportion.
It is only natural for employees to be fearful of change and how it will affect their jobs. However, when one person unintentionally or intentionally overhears something, then misconstrues what was said and finally winds up spreading a rumor that is not true the damage has begun.
Be authentic with employees, let them know what is going on so that there is no room for speculation and gossip. Don’t try to spin it or cover it with a lie because this will only intensify the impact.
2. Avoid an over-reaction.
When you hear, that employees are saying something that is not true, the natural reaction is to respond in some way. Many times, this may be in anger or frustration which only fuels the speculation of the employees. Start by understanding that the source of the rumor may not be malicious, and it may be a simple misunderstanding. Always investigate and perform some level of analyses, then develop an appropriate response, if you don’t then the response will more than likely be in anger.
3. Be Proactive with damage control.
Damage Control Saves Dollars
If rumors in the workplace can flourish, they will eventually grow and possibly spread outside your company. When you hear of a rumor, be quick to clarify the actual situation and don’t brush it off as “typical employee talk.” Be proactive and act quickly before damage occurs, it is much easier and less costly in many areas.
4. Never encourage interoffice gossip or rumors.
Although these are typical human behaviors, particularly in situations where many different groups may be pushed together under the same roof, leadership should never allow or encourage harmful gossip and rumors.
Let your employees know you have a zero tolerance for malicious gossip and rumors. Let them know that leadership will always investigate, analyze and determine objectively where the origination point is so the truth can be determined.
These zero tolerances, must be part of the company culture and DNA with swift action taken when discovered. There should be no bias in any part of the investigation.
5. Avoid lingering and nurturing rumors.
Failing to keep employees informed, generating spin, or hedging when confronted about company change, will usually result in a backlash on leadership. Even though you may not be ready to tell employees about an upcoming event, you need to set the record straight as quickly as possible if a rumor has started.
As leaders, employees and customers it is critical to keep your commitments or say no, there is no middle ground here. If you need help in this area, check out the PEER Commitment Management Platform at http://peersaas.com.
These suggestions are starting points because each incident is unique to the individuals, organization, culture and time-frame. Some instances you may let play out because they will expose themselves as falsehoods and die.
Other times, it will take an intervention to correct, adjust or defend, depending on how long leadership waited, how rational or irrational the creators of the material are and how determined the opposition is to disrupt.
The primary factor to remember is that with a culture of transparency, high integrity and openness the ability for rumors, gossip or “Fake News” to is diminished significantly. If everything in the organization is done behind closed doors and leaders seed the rumor mill, then the it is ripe for the rumor mill to run rampant.
Avoid anything that can allow someone to capture sound bites and take them out of context. Make sure that the story you are telling people is the same at all levels, no more or no less to any level.
If you would like help with developing your proactive strategy to change, please feel free to check out my website at https://tlgcoach.com or call me at 630–454–4821.