Gossip And Rumors And Hearsay, Oh Why?



Learn Management Articles on management-info.biz. Gossip And Rumors And Hearsay, Oh Why? article will help answer your questions on Management Articles.We at management-info.biz specialize in Management Articles. Management Articles at management-info.biz provides the most up to date news and articles. If you have questions please do not hesitate to contact us.

In the Wizard of Oz, it was “Lions and tigers and bears, oh my!” Many organizations today are singing a slightly different tune: “Gossip and rumors and hearsay, oh why?”

It is estimated that gossip and rumors within a company can cut productivity by as much as 50%. Of course this translates to lower profits and can negatively impact the company in the long-term. In addition, more employment laws and regulations are being drafted to ensure employees and companies are protected from libel and slander.

The reason gossip and rumors occur in the workplace is usually linked to a lack of clear communication channels up, down, and across the company. Henry David Thoreau stated that, “Nature abhors a vacuum.” Put another way: A vacuum will always be filled. If your company has a communication vacuum it will be filled and unfortunately, it is often filled with negative or incorrect information. So one of the most important and lasting solutions business leaders can apply is to constantly keep the vacuum filled with positive, accurate, and timely information.

Following are suggestions to assist you in doing so:

-- Communicate regularly and consistently with employees about what's going on in the workplace. Regular communications with employees minimizes the influence the gossiping employee has over others, because everyone is "in-the-know." If employees don't have good information from supervisors and managers about what is going on, they will make it up in the form of speculation and gossip. On your daily to do list, make communicating with employees a priority even if it is only for a few minutes. The added attention and communications will work wonders in stopping the gossip.

-- Incorporate into your workplace expectations something that hits on not engaging in the spreading of gossip and rumors. For example you might set an expectation similar to the following:

“Do not participate in spreading gossip and rumors, and do not tolerate it from others. Rumors and gossip sabotage our team's ability to work together effectively. It is disrespectful, nonproductive, and a selfishly motivated act that keeps us all from performing our jobs. If you hear about an issue that pertains directly to you, verify the accuracy of the information by asking the person, rather than simply passing on the information.”

-- If you know someone is gossiping, tell him or her that you are aware of it. Describe how such behavior results in others not trusting them because, as a general rule, no one wants to be the subject of gossip. For some, this single statement will be a realization that will result in an immediate change for the better. Sometimes the employee doesn't fully understand why he or she engages in the behavior. He or she might not know the full impact that the behavior has on his or her own creditability within the team. Explain what the consequences will be if such behavior continues.

-- During each staff meeting, add an agenda item titled “Rumors.” Ask employees what they are hearing on the grapevine. Make a commitment that if they are willing to share what rumors they are hearing and will bring this information to you, you will in turn chase down the rumors and communicate your findings back to the group. Then do it.

Setting boundaries and expectations related to gossip, rumor, and hearsay gives permission to employees to hold each other mutually accountable for having a "gossip free" workplace. Make sure to have ongoing one-on-one and group discussions with employees about the negative impact gossip has on the workplace. Most employees will come to the same conclusion that supervisors and managers do, namely, that gossip is problematic to their workplace and they have some control and responsibility in making sure it does not occur.


Article Index: | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 20 | 21 | 22 | 23 | 24 | 25 | 26 | 27 | 28 | 29 | 30 | 31 | 32 | 33 | 34 | 35 | 36 | 37 | 38 | 39 | 40 | 41 | 42 | 43 | 44 | 45 | 46 | 47 | 48 | 49 | 50 | 51 | 52 | 53 | 54 | 55 | 56 | 57 | 58 | 59 | 60 | 61 | 62 | 63 | 64 | 65 | 66 | 67 | 68 | 69 | 70 | 71 | 72 | 73 | 74 | 75 | 76 | 77 | 78 | 79 | 80 | 81


More Articles:


1. Know Your Business! - 7 Key Questions You Must Ask By Martin Haworth
You need to know all that is going on around you to be successful in business, whatever the size of your organization. Yet how do you keep all those plates spinning? Here are just 7 quick and easy questions for your checklist - use them and they will serve you well. Use them and your business will develop and grow. How am I Doing? Getting under your own skin is the first and most vital thing you should find out about. You are the bellweather of your business or team. If you are truly hone…

2. Find the Right Coach: 9 Guidelines for Executives
Find the Right Coach:Nine Guidelines for Executives It seems that coaches are everywhere these days. Senior Executives are hiring executive consultants in increasing numbers, and for a wider variety of reasons. In the past, coaching was viewed primarily as a remedial tool for executives whose careers were skidding. Today more and more leaders use coaches on a consultative basis, for everything from accelerating leadership transitions to facilitating board, shareholder and employee relations. Tod…

3. Accountability Equals Meeting Success By Kevin Eikenberry
Leslie was the new manager of the group. She was replacing Tom, a well respected manager who was retiring. Once she arrived, she made it one of her first priorities to sit down with everyone on the team and get to know them.Beyond pleasantries though she wanted to get to know each individual, what they saw as their goals and objectives, and how they thought she could help them. As she started having these meetings some common themes came out – not about the individuals so much as about the …

4. Ten Business Reasons Why Asking for Help Works By Martin Haworth
In fact, bringing your people - any of them - into your confidence and asking for help, is a very powerful tool indeed. The form of words' "I need your help", works best. Here are Ten Reasons why this is:-You Appeal to Emotions By asking an 'emotional' question you become very open and honest, which makes your people want to help you - this is a positive and not a 'feeling sorry' thing. It's a very natural reaction from them.You Value Others Then they feel that you find at least something wort…