The ability to share relevant information clearly, consistently, and at the right time to keep others aligned, informed, and empowered. It involves being transparent about decisions, tailoring communication to the audience, and maintaining open, timely updates that support clarity, collaboration, and trust.
“The two words ‘information’ and ‘communication’ are often used interchangeably, but they signify quite different things. Information is giving out; communication is getting through.” Sydney J. Harris
Barriers to informing others
Communication blind spot: Some leaders don’t see informing others as necessary and may overlook its importance in the broader context of leadership.
Inconsistency: Leaders may communicate sporadically or favour some people over others, leading to significant gaps in information flow and alignment.
Mistiming: Informing others too late or at the wrong time, leading to missed opportunities, confusion, or the feeling of being an afterthought.
Unclear communication: Messages may be vague or ambiguous, leaving others uncertain about the actual information shared or the actions required.
Inadequate frequency: Leaders may provide too little information or communicate infrequently, leaving teams feeling uninformed and disconnected.
Too busy: Being overwhelmed by tasks can lead to neglecting the fundamental need to inform others regularly and thoughtfully.
Inappropriate channels: Using the wrong medium (e.g., relying solely on email for a complex discussion) can lead to poor understanding or misinterpretation.
Not attuned to the audience: Failing to consider who needs to know what information, and when, can lead to key stakeholders being left out or misinformed.
Lack of feedback loops: Leaders may not seek or listen to the data and communication needs of others, leading to a one-way flow of ineffective information.
Low consistency in sharing: Leaders may intentionally withhold information or fail to provide updates and follow-through, creating information silos and deep-seated mistrust.
“The single biggest problem in communication is the illusion that it has taken place.” George Bernard Shaw
Enablers of informing others
Raise your transparency: Share your thinking openly, from the initial issue to the final decision. Often, people need to understand how you arrived at your conclusions. Document and explain your decisions step-by-step to help others learn and grow.
Share the Bigger Picture: Avoid being a minimalist. People are more motivated when they see how their work fits into the larger organisational goals. Regularly share information about the broader impact and encourage questions to keep everyone aligned.
Be more open: If you tend to work alone or hold back information, ensure you’re still sharing key updates with relevant people. Don’t be the source of surprises; make sure your peers and team know what they need to stay effective.
Master the basics: Good communication involves concise and frequent updates. Keep your points brief, ask questions, and summarise regularly. Clarity ensures that everyone understands the current status and next steps.
Keep the flow going: Inconsistent informing leads to confusion. Develop a system or checklist to ensure you’re regularly sharing the right information with the right people. Seek feedback from your stakeholders to see if they’re getting what they need.
Refine your communication style: Polish your delivery by eliminating habits like overusing filler words, speaking too fast, or being overly detailed. Simplify complex ideas, use visual aids, and vary your tone to keep others engaged.
Communicate 360: Avoid selectively informing only certain groups. Consistency is key. Reflect on why you might be withholding information from some and whether it’s affecting trust. Ensure all relevant parties are kept in the loop.
Be courageous: Sometimes you need to deliver tough messages. Even if it’s uncomfortable, informing the right people at the right time can prevent larger issues later. Be thoughtful about when and how you deliver sensitive information.
Prep for pushback: Informing others isn’t always met with positivity. When faced with criticism or defensiveness, separate the message from the emotion. Keep discussions constructive and handle people issues privately.
Raise your adaptivity: Different audiences require different approaches. Tailor your message, style, and medium to suit who you’re addressing, considering their preferences, background, and the level of urgency.
Share your thinking: Make a conscious effort to articulate the steps in your thought process so others can follow how you reached your conclusions, building their own capability in the process.
“Communication is not about speaking what we think. It is about ensuring others hear what we mean.” Simon Sinek
Reflection questions on informing others
Are you clearly sharing the reasoning behind your decisions? Could you do more to articulate the steps in your thought process so others can follow how you reached your conclusions?
Do you consistently provide your team with the bigger picture? How well do you help others understand how their work connects to wider goals?
Are you holding back information that others might find valuable? Do you ever find yourself working in isolation or rationing updates? How might you improve transparency?
Are you practising the core principles of effective communication? How well do you balance brevity with clarity? Are you regularly summarising and asking questions?
Do you have a reliable system for ensuring consistent updates? How organised are you in tracking what information needs to be shared, with whom, and when?
Is your communication style clear, engaging, and free from distractions? Are there any verbal habits that might dilute your message? How could you refine your delivery?
Are you sharing information equally across all levels and groups? Do you find yourself selectively informing certain people? How could you ensure all relevant parties are in the loop?
Do you address difficult topics with courage and thoughtfulness? Are you willing to share tough information when it’s necessary? How could you improve your approach?
How do you handle resistance or negative reactions when informing others? Do you maintain calm and focus when faced with defensiveness? Could you develop strategies to keep discussions constructive?
Are you tailoring your communication to suit different audiences? How well do you adjust your tone, style, and medium? Could you be more strategic in choosing when to write versus when to speak?
“Communication works for those who work at it.” John Powell
Explore related leadership resources
To further develop this capability, examine how it intersects with other core leadership dimensions across the libraries:
Leadership library:
- Executive Presence: Project confidence and credibility while delivering information, ensuring your message carries the weight and authority needed to influence stakeholders.
- Presenting: Transform complex data into clear, compelling narratives that keep your audience engaged and aligned with organisational goals.
- Emotional Intelligence: Read the room and adjust your communication style to meet the emotional needs of your audience, fostering deeper trust and understanding.
- Written Communication: Master the art of clear, concise, and professional documentation to ensure alignment across dispersed teams and time zones.
Supporting libraries
- Detail interest (Traits): Leverage your focus on accuracy to ensure the information you share is precise, thorough, and minimizes ambiguity.
- Articulating intent (Traits): Move beyond just sharing facts by clearly explaining the ‘why’ behind decisions to empower others to act autonomously.
- Independence (EQ-i): Balance transparency with the confidence to stand by your decisions, providing clear direction even when working autonomously.
Continue exploring: Return to the Leadership Library to view the full directory of competencies and resources.