The "I don't like what they're saying so they shouldn't be allowed to say it" approach to crisis management

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"I would have gotten away with it if it weren't for you mangy kids..."

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One of the most common and frustrating responses I encounter when working with leaders who are facing a difficult or controversial decision is the desire to shut down any dissenting voices or questions from those who are affected by the decision. The rationale behind this approach is usually something along the lines of "it invites negativity", "it undermines our authority", or "we've already answered those questions". The underlying assumption is that the decision is correct and justified, and that any challenge to it is either ignorant, malicious, or both.

This is a dangerous and counterproductive way of handling a crisis situation, for several reasons. First, it erodes trust and credibility. By refusing to engage with the legitimate concerns and feedback of your stakeholders, you are signaling that you don't care about their perspectives, that you are not open to learning from them, and that you are not willing to admit or correct any mistakes. You are also creating a culture of fear and silence, where people are afraid to speak up or ask questions, even when they have valuable insights or information that could improve the situation. This can lead to missed opportunities, wasted resources, and poor outcomes.

Second, it invites resistance and backlash. By shutting down the channels of communication and feedback, you are not eliminating the dissenting voices, you are just driving them underground or outside of your control. You are creating a vacuum of information and understanding, where rumors, speculation, and misinformation can flourish. You are also provoking a natural human reaction to perceived injustice and oppression, which is to rebel and resist. You are making your decision more controversial and contentious, not less. You are inviting more scrutiny and criticism, not less.

Third, it prevents learning and improvement. By avoiding or dismissing the questions and challenges that arise from your decision, you are missing out on a valuable opportunity to learn from your experience, to test your assumptions, to refine your arguments, and to improve your decision-making process. You are also missing out on a chance to build rapport and trust with your stakeholders, to demonstrate your competence and confidence, and to show your leadership and vision. You are also depriving yourself of the feedback and input that could help you avoid or mitigate future crises, or to seize new opportunities.

The alternative to the "I don't like what they're saying so they shouldn't be allowed to say it" approach is to embrace transparency, openness, and accountability. This means acknowledging the complexity and uncertainty of the situation, explaining the rationale and evidence behind your decision, inviting and addressing the questions and concerns of your stakeholders, and admitting and correcting any errors or shortcomings. This also means being humble and curious, listening and learning from others, and being willing to change your mind or course of action when warranted. This also means being clear and consistent, communicating frequently and honestly, and following through on your commitments and promises.

This approach may not be easy or comfortable, but it is much more effective and sustainable in the long run. It builds trust and credibility, it reduces resistance and backlash, and it fosters learning and improvement. It also shows respect and empathy, it encourages collaboration and innovation, and it inspires confidence and loyalty. It also makes you a better leader and a better person.

The next time you are faced with a difficult or controversial decision, don't be tempted to pull the "I don't like what they're saying so they shouldn't be allowed to say it" card. Don't try to silence or ignore the questions and challenges that come your way. Don't act like the villain in a Scooby-Doo episode, who would have gotten away with it if it weren't for those mangy kids and their pesky questions. Instead, embrace the opportunity to engage, explain, and learn from your stakeholders. You'll be surprised by how much better your decision and your situation will be.

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As a leader, it's easy to fall into the trap of believing that the best way to handle a crisis is to shut down any dissenting voices. After all, who wants to deal with negativity and questions when you're already under pressure to make tough decisions?

But the truth is, shutting down questions and dissenting voices is the exact opposite of what a leader should do in a crisis. Transparency, openness, and accountability are the keys to making the best decisions, and that means allowing those affected by the decision to ask questions and voice their concerns.

I've heard the arguments for shutting down questions: "it invites negativity" or "the questions have already been answered." But these arguments miss the point. The goal of leadership isn't to avoid negativity or to avoid having to justify your decisions. The goal is to make the best decisions possible, and that means being open to feedback and criticism.

In fact, I would argue that covering one's ears and humming in the face of questions shows a lack of leadership in the moment. It's the equivalent of saying "I would have gotten away with it if it weren't for you mangy kids..." (a reference to Scooby Doo, for those of you who didn't grow up watching Saturday morning cartoons).

The reality is, questions and dissenting voices are a sign that people care about the decision being made. They want to understand the reasoning behind it and they want to have a say in the process. And as a leader, it's your job to listen to those voices and to take their concerns into account.

So the next time you're faced with a crisis and the temptation to shut down dissenting voices arises, remember that the "I don't like what they're saying so they shouldn't be allowed to say it" approach is not the way to go. Embrace transparency, openness, and accountability, and you'll be well on your way to making the best decisions possible.

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But this approach is not only ineffective, it's also counterproductive. Here's why:

• It erodes trust. When you shut down the conversation, you send a message that you don't value the input, the perspective, or the feelings of those affected by your decision. You also signal that you have something to hide, or that you're not confident in your own reasoning. This undermines your credibility and your relationship with your stakeholders, who may lose faith in your judgment, your integrity, or your competence.
• It invites negativity. When you ignore the questions, you don't make them go away. You just push them underground, where they fester and grow. People will start to speculate, gossip, and complain. They will feel resentful, frustrated, and alienated. They will look for ways to resist, sabotage, or undermine your decision. They will also lose respect for you, and for the organization that allows you to act this way.
• It stifles learning. When you avoid the scrutiny, you miss an opportunity to improve your decision, your process, or your outcome. You don't get to hear the different perspectives, the alternative solutions, or the constructive feedback that could help you refine your thinking, address the gaps, or mitigate the risks. You also don't get to learn from your mistakes, your assumptions, or your blind spots. You end up repeating the same errors, or making new ones, without realizing it.

So what's the alternative? How can you handle a tough decision in a way that fosters trust, positivity, and learning?

The answer is simple: be transparent, open, and accountable. This means:

• Be transparent. Share the information, the data, and the evidence that informed your decision. Explain the criteria, the trade-offs, and the implications. Acknowledge the limitations, the uncertainties, and the challenges. Don't hide, spin, or sugarcoat the facts. Be honest, clear, and consistent.
• Be open. Invite the questions, the feedback, and the dialogue. Listen to the concerns, the objections, and the suggestions. Respond with respect, empathy, and curiosity. Don't dismiss, deflect, or attack the views. Be receptive, humble, and collaborative.
• Be accountable. Take responsibility for your decision, your actions, and your results. Admit the mistakes, the failures, and the consequences. Apologize, correct, and improve. Don't blame, deny, or justify the faults. Be humble, courageous, and adaptive.