In a recent article on Boston.com, Elaine Varelas offers valuable advice to leaders who have been told they are sharing too much information. The concerned reader, a division leader, is proactive and dedicated to their team’s success but has received feedback from colleagues to slow down on sharing information. Varelas suggests that different management styles and comfort levels with sharing information may be at play here.
She encourages the leader to delve deeper into the feedback to understand the underlying issues. Are colleagues feeling overshadowed or pressured by the amount of information shared? Are they suggesting that the leader’s direct reports handle communication instead? It’s important for the leader to align their sharing style with organizational goals and seek feedback from their manager on their perception.
Varelas advises the leader to ask for specific examples of where they could scale back on sharing and consider alternative methods like using messaging platforms for communicating with the team. It’s essential to strike a balance between sharing necessary information and avoiding information overload.
Ultimately, the leader should assess their impact on the team’s performance and manager’s satisfaction to determine if changes to their information sharing are necessary. By understanding how they are perceived by colleagues and aligning their approach with organizational goals, the leader can find a suitable balance between being a proactive leader and avoiding overwhelming others with information.
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Photo credit www.boston.com