In becoming involved with a project, program, strategic plan or even in building a new enterprise, it is instinctively Human to want to discuss aspects of it with others; if it's is an source of pride and achievement (actual or potential) we want to either 'sell' the circles of individuals around us on the concept and the excitement with which it is associated, or to exercise our bragging rights.
These instincts and propensities must not be indulged -- in giving in to them, we can do damage in several different ways:
1) Compromise important information;
2) Undermine the objectives of our whole inside team, or the individual members of it;
3) Make our objective appear less important, or less far along in the completion cycle. Telling stories or putting on endless "dog and pony shows" psychologically minimizes your importance as a leader or a decision-maker, just as it makes the subject of your limitless leakage seem trivialized.
Inform people on a "need to know" basis. It makes you, and what you are working on more secure, more perceptually important and far more valuable.
General Rules:
1) Before having a discussion, determine if there is adequate "need to know." Does this other person have a serious role to play in the project or effort?
2) Insist on speaking with one selected and trusted representative of any multiparty organization, and let that person assume the role as tactical liaison with his or her organization for you.
3) Do not entertain dialogue and questions from persons who A) cannot demonstrate a "need to know," or who B)cannot clearly inform you of the purpose of the interview or meeting.
Sometimes the less others know, the stronger you are -- both in situational reality and perception. Unimportant people can spend all day talking to anyone who will listen about anything; important people are focused on achieving things and do not freely expend their time casually.
You needed to know this. You were on my list.
Douglas E Castle [http://aboutDouglasCastle.blogspot.com] for the TAKING COMMAND! Blog , at http://TakingCommand.blogspot.com.
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