TMI is a reality

While it obviously depends on the unique nuances of each situation, I’d make the argument that it is entirely possible to share Too Much Information (TMI) with your audiences, damaging your relationship and causing more harm than good.

Case in point – I was in a meeting with a client earlier this month, in which CIG had been asked to form a communications strategy to inform stakeholder groups of a policy change that would affect each and every one of them. The good news was we’d been brought in early – the policy decision hadn’t even been made yet! The bad news was rumors were rampant throughout the organization.

We were asked to help spread facts (which were few) and dispel myths (which were many). The client’s initial thought was the best way to dispel rumors was to be seen as very transparent. In doing so, they’d be seen as acting transparently, which would help to accomplish two goals:
1. share that no decision had been made, and
2. communicate the basket of alternatives that was still under consideration.

We agreed on the first point, but recommended against the second. Why did we take a position against communicating?

Our position was that it was better to share that no decision had been made and provide a rough timeline for when the new policy was to be approved and when it would likely go into effect. Providing TMI about possible outcomes would only serve to worry, confuse, and otherwise rile up a group of people who honestly didn’t need to know details of what might become policy.

We kept our powder dry and saved our breath; reserving it to help inform stakeholders of the outcome and ramifications of whatever decision is eventually made. In doing so, we kept from providing TMI, which helped us focus on our future messaging vs. defending the thousands of “what if?” questions that would doubtlessly have come in if we’d shared too much.

Posted by .(JavaScript must be enabled to view this email address) on 07/28 at 11:39 AM

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