Cultivating Change: When to Plant Seeds and When to Hold Back

Change management is a delicate dance, and one of the most challenging aspects for leaders is deciding how much information to share with employees. As someone who has been through the weeds of organizational change many times, I've learned that transparency is often touted as a best practice—but it's not always that simple. Balancing openness with discretion is key to guiding an organization through change effectively.

A Garden of Information

Leading through change is like tending a garden. You have to plant seeds of information carefully, giving just enough sunlight (transparency) and water (support) to allow growth. Overexposing young plants—or employees—to harsh conditions can stunt development, but keeping them entirely in the dark leads to stagnation. I've seen firsthand how too much sunlight can scorch the garden; one time, I shared a bit of preliminary information too soon, and it spread like wildfire, causing confusion and unnecessary concern.

The Case for Withholding Information

1. Preventing Panic: During early stages of change, sharing incomplete or uncertain information can lead to unnecessary anxiety among employees. When decisions are not fully baked, speculation can fill the gaps, causing distractions and decreased productivity. I once shared a gut feeling I had with my team, and it resulted in absolute chaos and ultimately a disastrous result. If I had simply waited to plant the seed, the outcome would have been very different.

2. Legal and Compliance Reasons: Certain changes, especially those related to mergers, acquisitions, or restructuring, might involve legal restrictions around what can be disclosed and when. Prematurely sharing sensitive information can lead to compliance risks and potential legal repercussions. I've been in boardrooms where legal counsel cautioned us to keep certain details under wraps until the timing was right, and it paid off.

3. Maintaining Competitive Advantage: In cases where changes involve strategic moves—such as entering a new market or launching a new product—keeping plans under wraps can prevent leaks to competitors.

4. Avoiding Misinformation: When plans are still in flux, sharing too early can lead to miscommunication. Employees might act on preliminary information that later changes, causing confusion and frustration. Much like overwatering a plant, too much information can drown out clarity and lead to chaos.

The Risks of Withholding Information

1. Eroding Trust: If employees feel that information is being hidden from them, it can damage trust in leadership. A lack of transparency can breed rumors and a sense of insecurity, leading to disengagement and higher turnover. I've had to do damage control in these situations, and rebuilding trust is always harder than maintaining it in the first place.

2. Decreasing Engagement: When employees are left in the dark, they may not understand how their work contributes to organizational goals. Providing context and a sense of purpose is crucial for maintaining motivation during change.

3. Limiting Collaboration: Employees are often a valuable source of ideas and solutions. When they are not aware of changes on the horizon, organizations miss out on potential insights and innovations that could improve the process. I've seen creative solutions sprout when the right amount of information was shared early on.

Key Questions to Ask Before Withholding Information

When deciding whether to share or withhold information during times of change, here are a few questions I ask myself to make sure I'm being intentional and strategic:

• What is my primary reason for withholding this information? Is it to prevent panic, maintain compliance, protect a competitive advantage, or avoid misinformation? If not, what can I share and how should I share it?

• What could happen if this information is leaked or misunderstood? Am I prepared to manage those potential consequences?

• Could a leak of this information lead to a positive outcome? Sometimes, when information trickles out, it can generate excitement, foster innovation, or prompt valuable feedback from the team.

• What do I think will happen when the team finds out? Considering how the news might be received can help you prepare for reactions and mitigate risks. Who will be affected those most and who will embrace the change?

• Will withholding this information erode trust within my team? How might this affect engagement and morale?

• Is there a way to share part of the information without revealing everything? Sometimes planting just a seed is enough to prepare the soil for bigger announcements later.

• What support systems can I put in place to help employees process this information when it is eventually shared?

Striking the Right Balance

The goal is not to share everything or nothing but to find a middle ground where employees are kept informed enough to feel secure and engaged without jeopardizing the organization’s strategic needs. Leaders should consider:

• Timing: Share information when it is actionable and when employees can understand and respond appropriately.

• Clarity: Provide clear messaging that explains what is known, what is still uncertain, and what the next steps are.

• Support Systems: When delivering difficult news, ensure that support mechanisms are in place, such as access to HR, counseling, or opportunities for open dialogue.

Conclusion

Navigating change successfully requires thoughtful communication strategies. By understanding when to share and when to hold back, leaders can guide their teams through transitions with integrity and confidence, ultimately fostering a culture of resilience and trust. Like a well-tended garden, your organization can thrive when you plant seeds of information with care, nurture them with support, and prune where necessary to ensure healthy growth.