Jocko Underground: Full Transparency is a Violation of Privacy.
09:21 Share

This is the Jocko underground podcast number 168 sitting here with echo Charles going to address some issues From the troopers out there in the world. What do we got? Let's go first question I'm an executive at a large corporation with several senior managers reporting to me after months of feedback in coaching I removed a manager from his role due to performance issues and reassigned him to a position better suited to his technical and leadership skills and

This was a deliberate decision, not spontaneous. Our organizational effectiveness specialist recommends briefing the senior leadership team on why the change was made to maintain trust and prevent rumors. I believe the specifics are private between me, the manager, and his new boss, and that sharing could undermine his credibility or set a precedent.

How should I balance transparency with the team to maintain trust and morale while respecting the manager's privacy and taking ownership of this decision? So I do think it's important to explain what's going on, right? If we don't explain what's going on, then we get rumors and the rumors are not going to be good. So I think it's important to explain what's going on. But I would focus on

the the reason that the change was made and I would more specifically I would focus on the positive reasons that this change was made and there certainly are positive reasons that this change is made and those are cool like you could be saying things like hey listen, he has more experience in this area or We needed his expertise

In this subject matter or he has better technical knowledge. Hey, listen, I gotta move Fred over there. You know, he's got more experience He's got more technical knowledge. We don't have any time to train someone up to his level That's why we're gonna put him over there and I think that's the move right? So you you figure out what the positive in it actually says in here like he says I moved him to a position better suited to his technical leadership skills Oh, I need so you can

You can frame this in a way that it is a positive thing as opposed to framing it that it's a negative thing. And by the way, I've done this a lot and it is telling the truth, right? It's telling the truth in the situation. And I think that's what I would do. I would say, hey, listen, we're moving Fred.

I need someone in that area. I needed to get it someone that's gonna be real specific and focused on on that technical aspect And he's the guy that has that real good technical leadership skill. So that's why I need him in there and There we go, you know, I didn't frame it that way and it'll be fine and look there will be some people that sense

You know, a little bit. They'll sense that some of the negative aspects of it as well, but you don't need to give it to him. Like they'll, okay. Like, well, yeah, it's because he rubbed people the wrong way. You can sit there and say that in the, that'd be like a mitigated rumor, right? But the mitigated rumor will be overwhelmed by, oh yeah, he had this going on and that's why we moved him. Simple as that.

And by the way, this still means it's also your decision. So you're taking ownership of the decision and you're presenting this stuff in a positive light, which is all true. It's good for the company. It's good for him. It's good. It's good all around. So that's what I would do in that situation. That's actually good. And when you think about it, it kind of applies to a lot of decisions because it's, it avoids kind of the drama scenario in the, in which is instead of like, Hey, this guy got punished, you know, drama, fun, drama, kind of a thing. It's kind of like, Hey,

We had something that was maybe inconsistent, incongruent, maybe for lack of better term, a problem that we just had to, this was a better fit. You see what I'm saying? Like, like that's actually a, one of the expressions, right? It wasn't a good fit here. You know, it's like a way to, it's another way of saying it. I did that with a guy one time, moved him from one position to another position and then took, you know, I was like, okay, cool. And I, I,

for a various number of reasons, I did this. I made the announcement to the crew. I'm like, hey, I'm moving such and such, such and such position. Going to have him doing this and focused on that. And I didn't phase anybody. Everyone's kind of like, oh, roger that. And then after that, I was like, hey, let me just debrief you on some stuff before you move over there. And he came into my office and I shut the door and I was like, I just fired you.

And you saw like, he was like, okay. I wanted to make him 100%, I wanted him to know that he didn't meet the standard and the things that I had addressed with him, he did not do. And he just got fired that I didn't wanna publicly hang him. He didn't have any hanging offenses, but he also needed to know that he did not step up his game. And so I let him know that personally.

But I didn't crucify him in front of the crowd because we needed him We needed him to perform that the new duty that he got was also an important duty. He needed to do well He needed to still have respect from the crew and he needed a chance to perform But at the same time I felt if I just moved him without telling him that he would continue to perform the same way, right? That makes and so I brought him off and I said you just got fired and

- That sucks. - So, all right. And it sounds like this guy already addressed this stuff with that guy. - Right, right. - Which means we're covered there. - Yeah, he mentions it wasn't spontaneous. So yeah, this is no. But even with your kids, if they make a mistake or do something, and then if you can control our emotions and be like, oh wait, this kid's 10. 10 year olds make these types of mistakes literally all the time.

and be like, hey, instead of, oh, you're in trouble, and then telling everyone, you know, they're in trouble, they did this, and this is their punishment. It's not that. It's like, hey, you tell them, hey, this was wrong. This is what you should do instead. Do something good. Like, don't, I don't know, they forgot to take out the trash. I don't know, whatever. Be like, hey, try to remind yourself. Set a reminder or something like this. Tell them the positive, the thing to do, rather than harp on, like, the negative or whatever. And then, yeah, if you want to tell somebody, say, hey, uh,

hey we're setting reminders now and this is going to help you help us help everybody and also what's interesting about that is like you like let's say your kid does something stupid or something wrong right let's say and you address it and you frame it in a positive way in front of the group

But then behind the scenes, you tell them this was wrong and there's going to be consequences for these actions. So you will gain some leadership capital because you didn't humiliate them in front of their birthday party or whatever the case may be. And even with that guy, he was...

you know, he's mad or whatever. He's frustrated that he got fired, but he's also appreciative that I didn't publicly humiliate him, which would be an asshole thing to do. And you're, you know, you, like I said, I still need this guy. I still want to have a good relationship with him. And even firing him privately, let him know that like, dude, I trust you.

So that is a little excerpt of what we are doing on the Jocko Underground podcast. So if you want to continue to listen, go to jockounderground.com and subscribe. And we're doing this to mitigate our reliance on external platforms so we are not subject to their control. And we are doing this so that we can support the Jocko podcast, which will remain unbuckled.

as is, free for all, as long as we can keep it that way. But we are doing this so we don't have to be under the control of sponsors. And we're doing it so we can give you more control, more interaction, more direct connections, better communications with us. And to do that, we're building a website right now.

Where we'll be able to utilize to strengthen this legion of troopers that are in the game with us. So thank you. It's jacounderground.com. It costs $8.18 a month. And if you can't afford to support us, we can still support you. Just email assistance at jacounderground.com and we'll get you taken care of. Until then, we will see you mobilized underground.