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> Upside-Downside
“Should I say it?" This is something leaders should be asking themselves whenever they aren't sure. "I wish I could take that back" is something they think about later when they haven't asked the first question. Taking something back requires more effort and emotional energy than is implied in the statement. It usually involves doing a repair job, which is something all leaders should strive to avoid. Repair jobs usually don't result in a good as new outcome.
A red light should come on in your mind any time your statement might be damaging to someone. Remember, what has been said cannot be unsaid. Ask yourself these questions: Does it really need to be said? If it needs to be said, is this the right time and place to say it? The destructive statement will seldom pass all the tests.
The urge to say something is often driven by impulse. Many of us were cautioned as children to "think before you speak." As a leader, you need to be aware of these impulses and do everything possible to manage them. Your senior position inherently places a higher sensitivity on all your communications. As they say, all eyes and ears are upon you.
>A wise mentor once taught me the simple concept of "upside-downside". When the impulse to speak hits you, ask yourself this simple question, "is there more upside or downside in making this comment?" Unless the scales tip heavily in the direction of upside, opt for silence. As they say, often times silence is golden.
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