We treat top level leaders like superstars by expecting them to perform perfectly and to be all knowing. If fact, they rarely do. But they can’t admit not knowing for fear of losing face. So when somebody in the back of the room at the new product launch asks, “What happens to my job if this fails?” The CEO admonishes the plaintiff for worrying about himself instead of the company. Implying that if this guy wants to keep his job, he shouldn’t ask embarrassing questions.

Contrast the above scenario with one where instead of ducking the challenge the CEO responds to the deeper concern that’s on everyone’s mind: “How does this change what I’m doing now, and what am I supposed to do next?”

A refreshingly forthright response would be, “I don’t know yet. That’s why I’m here, that’s why you’re here. What information do you need from me? What ideas do you have that you’d like to share? You’re the one(s) dealing with this everyday. I want to hear what you have to say. I want to discuss this with you before approving the final design. I want your feedback as we develop new ideas and make necessary changes to our product line.”

Such an honest declaration would open up the discussion to the deeper issues of concern to the workforce such as how people feel when the direction of the company keeps changing. For the CEO to openly acknowledge these issues let’s people know that they are valued and that their contribution will truly serve a useful purpose.

Full disclosure also exposes everyone to the truth about the difficulties they’re about to face. More importantly it triggers the search for new tools and new ways to make change happen. Lastly, it generates a whole new set of critical questions like Are we missing something? What current resources are available? Whose help are we going to need? How are we going to get them involved? 

Employees need answers to these questions before they’re ready to start work on a new product. Thereafter when a new product is in the planning stage, employees will consider what they’re doing now and immediately offer suggestions for how to improve the product as it develops.

These questions must be addressed before those who work with the product everyday are ready to embrace something new. If answers aren’t forthcoming, they won’t risk aligning themselves with a potential failure. There also needs to be some collective discourse around the subject of change itself. Not just what’s different, but how is this going to affect our ability to work together.