05.09.06 The 4th Leadership Practice for Managing Negative Gossip : Keep Team Members Informed
Keep Team Members Informed
Keeping your team informed can go a long way towards limiting negative gossip since, as already discussed, information gaps are a key catalyst for that vice.
Looking at Miriam, she does not seem to have been adequately informed about God’s reasons for interacting with Moses in a unique manner. I would like to propose that being a prophetess, it was her duty to inquire of the Lord regarding the purposes for communicating with Moses that way (Exodus 33:11), rather than gossiping about it in a complaining manner. After hearing from God through a vision or a dream, she would have proceeded to notify and update Aaron accordingly.
At JuaLink, for example, and as already mentioned, Eliya should have updated Lulu and Neema that the board had instructed the hiring of a publicity manager; that interviews had been successfully conducted and the manager identified, including the date that she would be reporting for work. By sharing such information prior, Lulu’s false allegations that Faraja had been hired on Eliya’s ‘love-affair’ ticket would have had no room to sprout.
As a supervisor, be transparent by updating team members about recruitments, resignations, promotions, transfers; and any other relevant, factual work-related information that could trigger a rumour if not well-explained, rather than leaving team members to fill in the blanks through ‘corridor talk’. However, that does not mean that you disclose secrets without express permission or getting a ‘go-ahead’ from the ‘powers that be’.
Make sure that you respond to team members’ concerns promptly and empathetically. That will not only discourage negative gossip but will help to build a strong and cohesive team, promote loyalty and make team members feel valued, thereby enhancing productivity and work performance.
Create an environment where team members can share their feedback easily and effectively. For starters, make sure that you hold regular meetings with members where you are open to their contributions. You can also consider investing in technology that will enable them to share their responses rather than ‘force-feeding’ them on decisions made without their (team members’) input.
Human interaction is a powerful motivator; so, if possible, avoid being accessible only by email as that could distance you from your team members thereby creating information gaps that could fuel negative gossip. The lack of human interaction can drop the vitality, energy and team spirit of members; and, in essence, such a situation can lead to misunderstandings, which is a common source of negative gossip. Therefore, wherever possible, maximise face-to-face communication between you and team members. For example, consider maintaining an open-door policy so that you are accessible for assistance, consultations, questions or clarifications whenever members need your support. If you have a busy schedule, set a particular time when they can engage with you, but also program yourself to be available for emergencies. Being approachable promotes open and honest dialogue; and can be an invaluable tool for addressing conflicts before they blow out of proportion.
Last but not least, do not gloss over issues but rather, speak the truth. See what Ephesians 4:25 says about this (ESV): 25Therefore, having put away falsehood, let each one of you speak the truth with his neighbor, for we are members one of another. In other words, promoting the truth as well as sharing the relevant information with your team members will contribute to bonding, thus keeping your team ‘together’ and all of you on the same page; thereby thwarting the effects of any negative gossip or rumours that may fall in the ears of your team members at any one time.