In a young company, people usually tell you everything—sometimes more than you want to hear. Later, you detect a shift: they pause, choose their words, and gauge your reaction before explaining what happened.
A problem becomes a “challenge,” and a delay a “minor setback.” By the time you realize what actually happened, a few more days have passed during which you could have done something about it.
For years I believed the most important thing for a company was for people to respect the hierarchy, decisions, and accountability. I still believe that’s necessary. But today I value more the person who can come to me and say something isn’t right, without first gauging my mood.
People don’t always tailor information because they want to hide something. Over time, they learn how you react, what you like to hear, and how much leeway you allow for things you might not like. Then they give you the version they think will fly.
I can fix a mistake once I know about it. It’s harder to tackle a problem that hasn’t reached me in its true form. That’s why I’m less worried today by bad news than by the chance that it exists but someone has decided it’s better to hold it back a little longer.
I wouldn’t want to be the owner who’s the last to know what’s going on in his company. That’s why I have to be mindful of my own reaction when I hear something I don’t like. People will remember it the next time they have bad news.
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