Share Information, Not the Problem

As leaders, we each play a role in the convoluted maze of information flow. Even with multiple forms of technology at our fingertips, leaders are still needed to relay messages, ask pertinent questions, and understand the dynamics of the human mind. We are empowered to divide and conquer, each owning a piece of the leadership puzzle. Yet, too often, we forget to share the information sitting within arm's reach. We keep valuable knowledge close to the chest. Why? Why not pass along a new piece of information that could benefit the team? Why wait for someone else to discover it on their own? The complexity of our jobs can easily crowd out intentional information sharing, and when that happens, the problems we create often outweigh the ones we were trying to solve.

Leaders are spread thin. We are constantly asked to do more with less while leading larger teams, solving more complex problems, and participating in an endless stream of conversations and meetings. Those discussions are often productive, but then what? If we fail to act on the information exchanged or fail to pass it along to the people who need it, we've simply wasted everyone's time. Time is one of the few resources we can never recover.

Sometimes, intentionally or not, leaders retain information to raise their own perceived value. The thinking sounds something like this: If I'm the only one who knows this, I'll remain needed and relevant. That mindset is rooted in scarcity. When we tie our worth to exclusive access to information, we weaken both ourselves and the organization. Great organizations don't reward gatekeepers. They reward force multipliers—leaders who make everyone around them better.

Information is one of the few resources that becomes more valuable the more it is shared. A lesson learned in one office can prevent a mistake in another. A policy clarification can save hours of rework. A simple conversation can eliminate weeks of confusion. Yet too often, we assume someone else will pass the message, or we underestimate how useful a seemingly small piece of information might be to someone else.

The military has long understood the importance of commander's intent. When people understand the bigger picture (not just the task), but the purpose behind it, they make better decisions when circumstances inevitably change. The same principle applies to every organization. Leaders should strive to share context, not just instructions. Context empowers initiative. It creates alignment without requiring constant oversight.

Before ending a meeting or walking away from a conversation, ask yourself one simple question: Who else needs to know this? That single question can dramatically improve communication across an organization. It costs nothing, takes only a few moments, and often prevents misunderstandings that consume far more time later.

Leadership should never be about becoming indispensable because you're the keeper of information. It should be about building an organization that functions exceptionally well because information flows freely, people trust one another, and everyone has what they need to make sound decisions. Your legacy won't be measured by what you knew. It will be measured by how effectively you helped others succeed with what you shared.