“Shh, can you keep this quiet?” Certainly, most of us have heard that phrase at one time or another from a boss or a colleague in the course of our careers. Sometimes, it relates to a particularly sensitive piece of information about the organization that has critical importance to a business strategy. And sometimes, it’s […]
“Shh, can you keep this quiet?” Certainly, most of us have heard that phrase at one time or another from a boss or a colleague in the course of our careers. Sometimes, it relates to a particularly sensitive piece of information about the organization that has critical importance to a business strategy. And sometimes, it’s mere gossip that even high-level executives can’t seem to help themselves control, even though they know they should.
Either way, how we handle confidential information can define us as professionals, and have a big impact on the level of trust and respect our employees, clients, news reporters, elected officials, and even our competitors have for us. Whether the information is grounded in facts or simply put out there by someone trying to think through a situation, it’s vital for us to keep a lid on it — unless there is clear agreement among the parties on how to publicize it.
In each of our practice areas, client confidentiality plays a key role. Whether it is a sensitive public-relations issue, an effort to try to influence public policy, or assisting with the development of a strategic direction for an organization, our ability to be keep client information private becomes as important as any great ideas we may have on what the client should do. It is the very foundation of a trusted relationship, and can elevate us to that highest level in the consultation hierarchy — the “trusted adviser.”
When you get right down to it, being able to manage and position sensitive information properly is probably one of the most critical things professionals will ever do, and it will create an atmosphere where leaders will seek your guidance and insights — not even because of what you’ll say, but as much for what you won’t.
So, the next time someone says to you “Shhh … can you keep this quiet?” consider carefully what he is asking you to do, and what you will do next. This person is depending on you.
Are you being heard?
Michael Meath is president of Strategic Communications, LLC, which says it provides “trusted counsel” for public relations, crisis communications, government relations, and business strategy. Contact him at mmeath@stratcomllc.com