What to Say When You Can’t Say Much
This is a common topic of concern among leaders of public agencies. Generally, public agencies practice transparency. Public records laws require them to do their business in public. Yet, sometimes there are issues that must be treated with discretion and confidentiality.
This creates a lot of tension and puts leaders in a sticky situation. If not navigated well, these situations can undermine public trust in the leader and public agency. But it is possible to handle a situation like this in a way that actually builds trust.
“There are always things you can say.”
— J.Marie
Common scenarios
First, what are the topics that put leaders in situations that call for increased discretion?
Disciplinary action or personnel matters, or in public schools, anything involving students.
Specific actions you take for any particular staff member or student
Legal liability issues that might create costs for taxpayers
Negotiations with employee associations may also fall into this area. Premature sharing of information could forestall the dialogue.
The public is accustomed to asking for information and getting answers. When sensitive issues arise and you become more circumspect, it can lead the public to think you are hiding something. Especially if you say, “No comment.” (Please don’t say that!)
But there are always things you can say.
You can talk about the values of your organization. Does your organization have a value around student safety? Public schools can say, “while our mission is to educate every student, we know students cannot learn unless they feel safe. Safety is a foundational priority for all of us in our school community.” Do you have a value around service? You can always speak to those values and how they relate to the issue at hand.
You can talk about your policies and procedures. Even though this might feel like a dry or dull topic, referencing you are guided by these grounds the conversation and builds confidence. It implies that while this may be a stressful issue, this is not the first time this issue has ever happened, and your leadership team thought it through when you were all calm.
You can talk about the big picture of what has happened and what will happen next. You may not know the outcome of a personnel investigation, for example, but you can describe that you have hired a neutral third-party investigator and given them access to all related materials. Or that you are working closely with law enforcement and are collaborating fully with them.
I also encourage you to offer helpful supportive materials whenever possible. Refer staff members to your employee assistance program. Contact agencies who are expert in the issue at hand for their tip sheets about these situations – use materials prepared by professionals in that area rather than create your own.
It is important to say something, even when you must limit what you talk about. If you leave a vacuum, it will get filled with rumors and conjecture. And never say, “No comment.” It implies there is more to the story and makes people more curious. As leaders, you must frame the issue, make it clear that you and your team are competent, are navigating the issue appropriately, and can lead the organization through this difficult issue.
In this episode of Your Friend in Leadership, we delve into this deeper and give you real world phrases and examples so when the next critical situation strikes, you can be prepared to speak with confidence even when you can’t say much.
Listen to this Episode
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