Because leaders perceive today’s work force to be more cynical and less optimistic than previous generations, they often make a big mistake in their communications. They tend to present factual information about the organization with a too positive spin -- commenting solely on the most positive aspects to wary employees. Not only is this misguided communication strategy out of step with the reality that employees experience, it further widens the trust gap between leaders and workers. (“Are these executives working in the same company that we are?”)

Most importantly, a diet of all good news does not motivate employees to be more positive and upbeat. Instead of helping develop optimism, the lack of full disclosure actually encourages the rumor mill to fill in the missing communication, often by inventing or distorting information in ways that exacerbate work force apprehension.
A much more effective communication strategy is to level with employees about the current problems and challenges the company is facing so they will have a complete picture of the situation.

Earlier this year I addressed an audience of business communicators at their international convention. The head of corporate communications from a Fortune 500 Corporation came up to me after my speech. He said that the local newspaper had printed a negative story about his company and its environmental policies. After meeting with senior management, it was decided to rerun the news story in their in-house magazine, and next to the negative article to print the company’s point of view. The result was that employees were treated as adults, not sheltered like children. They were given both sides of the story and trusted to draw their own conclusions.