When an organisation is going through a potentially uncertain period of change there can be a tendency for a distance to arise between leadership and staff. Decision-making in such volatile environments can be fraught with disagreements and ambiguities, with leaders finding themselves debating more and more on which course of action to take. Sometimes there is just too much input to consider and the temptation is to limit the options and control the situation.
From the point of view of those not sitting in the decision-making circle it can feel difficult to influence or even be heard by the top table - leading to widespread frustration. A communication void further exacerbates the situation, with people filling it with rumour and speculation about what is going on “up there”.
The onus is on the leadership to be aware of this dynamic in times of uncertainty and do what it can to include, involve and listen to employees’ concerns and perspectives. Getting a broader viewpoint on a problem is rarely a bad thing and often the solution lies with those who do the work.