Tag Rumors

How Leaders Can Tamp Down Rumors in Their Organizations

Steve Keating 1 Comment

I’ve never known a leader who likes rumors running amok in their organization. They complain about them while totally unaware that, frequently, it is their poor communication skills that may actually be causing many of the rumors.

The good news is that if they are the cause, they can also be the solution.

Rumors are like wildfires, and most often, firefighters use water to stop the spread of the fire. Water is the enemy of fires. Authentic leaders know that one of the fastest ways to stop the spread of rumors is with information. Information is the enemy of rumors.

Absent real information, rumors spread quickly, causing damage, often before anyone realizes, and are difficult to fully extinguish once they take hold. In any organization, rumors can erode trust, lower morale, and distract people from their real work. For leaders, allowing rumors to run unchecked can quietly undermine credibility and culture.

But proactive leadership can prevent most rumors from spreading and limit the impact of those that do. Here’s how authentic leaders can tamp down rumors before they damage the organization.

Understand Why Rumors Start

Before tackling rumors, leaders need to understand why they arise in the first place. Most workplace rumors don’t begin with malicious intent — they’re often the result of uncertainty, poor communication, or a lack of trust.

When people don’t have access to accurate information, they fill in the blanks themselves. If leadership doesn’t provide clarity, the rumor mill will. In other words, rumors thrive in silence.

Common triggers include:

Organizational changes such as layoffs, promotions, or restructuring.

Leadership turnover, which creates anxiety about direction and stability.

Perceived unfairness, when team members feel decisions aren’t transparent or consistent.

Lack of information, when communication from leadership is sparse or confusing.

Understanding these roots helps leaders attack the real problem — not just the symptom.

Communicate Early and Often

The best way to stop rumors is to prevent them from starting. Consistent, transparent communication is the most powerful rumor deterrent a leader has.

When people are informed, they have less need to speculate. Even if the news isn’t great, sharing it honestly builds trust and reduces the chances of misinformation spreading.

Leaders should:

Share updates promptly. Don’t wait until you have every detail. A simple message like, “We’re still gathering information, but here’s what we know so far,” shows openness.

Establish regular communication rhythms. Weekly emails, team huddles, or Q&A sessions can help employees feel “in the loop.”

Clarify the ‘why.’ People are less likely to invent their own stories when they understand the reasoning behind decisions.

It’s not about overcommunicating — it’s about creating an environment where team members know leadership will tell them the truth, even when the truth is incomplete.

Be Visible and Approachable

Leaders who stay distant or hidden create a vacuum where rumors can grow. Visibility, both physical and emotional, is a quiet but powerful rumor suppressant.

When the team regularly sees and interacts with leaders, they’re less likely to believe or spread unverified information. It’s easier to trust someone you actually know.

Ways to be more visible include:

Walk the floor or check in virtually to maintain informal contact.

Encourage open-door conversations. Make it easy for employees to ask questions directly.

Show genuine curiosity about how people are doing and what they are hearing.

Leaders who are approachable often hear rumors early, when they’re still small and easier to address.

Confront Rumors Directly — But Calmly

Ignoring a rumor doesn’t make it go away. Once misinformation starts to spread, leaders must address it quickly and directly—but without defensiveness.

If you hear a rumor gaining traction, calmly set the record straight. Be factual, brief, and professional. Overreacting can draw more attention to the issue, while underreacting allows it to persist.

A good response might sound like:

“I’ve heard some speculation about possible layoffs. Let me be clear—no layoffs are planned at this time. If that changes, you will hear it directly from me.”

This approach reassures the organization and shows that leadership is aware, in control, and committed to honesty.

Strengthen Trust Across the Organization

Rumors can only thrive where trust is weak. In environments built on integrity and respect, employees are far less likely to believe or spread unverified information.

Leaders build that trust through consistent behavior over time.

Keep promises. When you say you will share updates, do it.

Treat people fairly. Perceived favoritism fuels resentment—and rumors.

Admit mistakes. Owning errors shows authenticity and sets a powerful example.

When team members trust leadership, they naturally give leaders the benefit of the doubt—even when information is incomplete.

Empower Employees to Stop Rumors Themselves

Leadership can’t monitor every hallway conversation or Slack thread. That’s why building a culture of responsibility is essential.

Encourage your team to verify information before repeating it. Remind them that spreading unverified stories hurts everyone, including the organization’s reputation and morale.

You can model this behavior by saying things like:

“I don’t know if that’s accurate — let’s confirm it before sharing.”

When leaders use this kind of language consistently, it becomes part of the organizational culture. People learn to pause, check, and think before passing along gossip.

Use the Power of Listening

Sometimes the best way to tamp down rumors isn’t by talking — it’s by listening.

If a rumor is circulating, it often signals underlying fear, confusion, or dissatisfaction. Leaders who take the time to listen can uncover what’s really bothering people and address it directly.

Ask questions such as:

“What are you hearing that concerns you?”

“What’s making people uneasy right now?”

“What information do you wish you had?”

By listening deeply, leaders turn potential rumor-fueled chaos into an opportunity for better understanding and connection.

Lead by Example

Finally, leaders must model the behavior they want to see. If leaders speculate, share half-truths, or discuss confidential matters casually, they send the message that gossip is acceptable.

Demonstrate discretion. Share only verified information, and be clear about what is still unknown. Over time, team members will mirror this disciplined approach.

Final Thoughts

Rumors are inevitable in any organization — but their power isn’t. With consistent communication, visible leadership, and a culture built on trust, leaders can prevent most rumors from ever taking hold.

The key is to remember that rumors don’t just reflect poor communication; they reflect unmet emotional needs for clarity, security, and trust. When leaders meet those needs through openness and empathy, they don’t just tamp down rumors — they build stronger, more resilient organizations where truth travels faster than gossip.

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What to Do When Someone Is Lying About You

Steve Keating Leave a comment

A whole bunch of years ago, I sat down with my boss for my annual review. He had a kind of “interesting” way of doing things. His annual review process was not exactly how the corporate HR department had suggested it should be. We had the “real” review and then the one he submitted to HR. I actually liked that process because the one that went to HR was always better.

Now one thing you should know is that I completely respected this particular boss. He certainly had a few flaws but he was a leader. He helped his people do their best. He knew when to push, he knew when to let up. He was hard on people, while still being a people person.

So my “real” review began with him informing me that there was a lot of talk about my drinking problem. The “buzz” was that I was drinking on the job, coming into the office hours late, and consistently being one of the first people out the door at the end of the day. My drinking was negatively impacting every part of my job. Customers were noticing.

To say I was shocked would be an understatement. I may have had a drinking problem, but it wasn’t really affecting my performance. I’ll admit I drank a lot, and I drank throughout the day. I’d stop on my way into the office at 5:30 a.m. and pick up my first 64 oz Diet Coke of the day. I’d pick up my second one during my early lunch at 11:00am. Frequently I’d pick up yet another on my way home about 4:30 or 5:00 p.m.

But… that wasn’t the drinking he was talking about. He was talking about my massive consumption of alcohol. Except he knew, and I knew he knew, that I didn’t drink alcohol at all. I knew he knew I was the first one in our division in the office most days. I knew he knew the talk of me being a drunk was complete and total bullshit.

But he wanted me to know that it was becoming the “buzz.” I had a pretty good idea where that lie had begun. I worked with a bunch of people who really did often drink to excess, and they seemed offended that I wouldn’t drink with them. So they decided to lie about me.

I suppose I should have been mad, but the lie was so outlandish that anyone who knew me also knew that it was laughable. So we laughed about it. Until one day I got a call from a very respected customer from a very prestigious account. He thought I should know that he had a meeting with my division’s Vice President. The customer made a comment that they appreciated the relationship they had with me and enjoyed working with me. The VP then told the customer that he was happy to hear that because not many customers would say that. He then told the customer about my massive drinking problem. Not a single customer had ever complained about me, but the VP had picked up the rumor about my drinking and, for whatever reason, ran with it. I know he also knew I didn’t drink, so he was simply spreading, and because of his position, giving credibility to the lie.

Well, the customer wasn’t just a customer; he was a friend, so he called me immediately. That’s when I got mad. I suppose I could have sued the VP and the company. I maybe could have gotten him fired. But as he shared with more people that I was a drunk, I decided to leverage the credibility I had in the industry to undermine his.

A few years later, when it came time for the prestigious account to renew their contract, the VP went to meet with them personally. He was told they didn’t do business with people they can’t trust, and his comments about me had caused them to lose trust in him and the company. I had changed divisions by then, so it didn’t really affect me. Truth be told, I was sad for the company but felt some level of satisfaction that the VP had lost the account.

As I think back on that period of my life, there are a few things I would have done differently. I certainly would have been more aggressive in professionally shutting down the rumors of my drinking. I had more than enough influence to handle it almost any way I wanted to, and I’m really not sure why I let it go.

Today, my advice to others would be to not do what I did. It is never a good thing to have others spreading lies about you. It can negatively impact your reputation because some people will believe almost anything. It can impact your self-esteem if you begin to doubt yourself or question why someone is lying about you.

Whether it’s a professional rival, a bitter acquaintance, or someone you once trusted, being the target of falsehoods can make you feel angry, helpless, and betrayed. So, based on my experience and what I’ve learned in the ensuing years, here are my suggestions on how to handle it when someone is lying about you — with wisdom, strength, and integrity.

Don’t React Impulsively

Your first instinct might be to confront the liar, lash out online, or try to “set the record straight” with anyone who will listen. Resist this. Emotional reactions often escalate the situation and give the liar more fuel. Take a breath. Step back. You need clarity, not chaos.

Document Everything

Keep records of what’s being said, who’s saying it, and when. Screenshots, emails, text messages — anything that preserves the false information can be important, especially if the situation escalates to legal action or a workplace investigation. Documentation also helps you detach emotionally and focus on facts.

Consider the Source and Their Motive

Ask yourself: Who is this person, really? Are they known for this kind of behavior? Are they projecting their own insecurities? Is there a hidden agenda — jealousy, control, or retaliation? Understanding the motive doesn’t excuse the lie, but it helps you choose the most effective way to respond.

Correct the Lie — Thoughtfully

If the lie has harmed your reputation or relationships, consider a calm and clear correction. This might mean speaking directly to the person involved or addressing the people affected. Focus on truth, not revenge. Example:
“I’ve heard that [false claim] is being said about me. Just to clarify, that’s not true. I’m happy to talk if you have any concerns.”
You don’t need to over-explain — just be concise and grounded.

Lean on Your Character

The truth has a way of surfacing, especially when your actions are consistent with your values. If you’ve built trust with others, one lie — even a loud one — won’t erase that. Let your integrity speak louder than the accusations. The people who matter will see through the noise.

Protect Your Mental Space

Lies can get under your skin. They can make you question your worth or feel isolated. Don’t let someone else’s dishonesty take up more space in your mind than it deserves. Limit how much time you spend thinking about the situation. Talk to a trusted friend if needed. You don’t have to carry it alone.

Know When to Take It Further

If the lie is defamatory, threatening your livelihood, or causing serious harm, you may need to seek professional help. That could mean HR involvement, legal counsel, or even law enforcement. You don’t have to tolerate abuse or defamation — there are systems in place to support you. Just keep in mind (and this won’t make my HR friends happy), but keep in mind HR represents the company, not you. They will do whatever they can to keep the company out of trouble, so always keep your guard up when talking with them.

Final Thought:
When someone lies about you, you’re not just fighting a rumor — you’re facing a test of character. Pass that test not by stooping to their level, but by rising above it. With calm, courage, and clarity, you can protect your name without losing your peace.

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The Two Absolute Rules for Success

Steve Keating 1 Comment

There are two rules that the most successful people do not break. Ever!

The first involves the sharing of information. Too many people, including people in leadership positions, believe that knowing something that no one else knows gives them power over the unknowing people. That’s often not accurate but the reality is that sometimes it’s true. 

You won’t find many leaders who like rumors floating around their organizations. Still some of those leaders withhold information from their people. That demonstrates a complete lack of understanding on where rumors come from. 

Rumors come from a lack of information. People need and want information about the organizations that employ them. When they lack that information it’s like it leaves an empty spot inside of them. If the emptiness persists too long they find information to fill it. Some of that information may be accurate, some may not. Much of it comes from the rumor mill. Rumors cause people to disengage from their organization. Rumors are poison to productivity. Information is the medicine that stops rumors in their tracks. 

Yet still, many supposed leaders do not share information. Information that would help their people remained engaged and productive. 

Effective leaders know that in most cases information doesn’t become truly powerful until it is shared with people who can use it to take action. The action might be to create something new. Improve something that was thought to be working well. Or perhaps change something in a direction previously thought impossible. 

That why I encourage leaders to share as much information with their teams as possible. 

Even understanding the first absolute rule for success, I still encourage leaders to provide their people with as much information as possible. 

So, what is the first absolute rule for success? Here it is…Never tell anyone everything you know. I agree with that rule because there is stuff that each of us know that provides no benefit to anyone else. If it doesn’t help someone then why tell them? 

So, you’re now probably wondering about the second absolute rule for success. Well, I’d love to tell you but the first rule says….

The World’s Biggest Liars

Steve Keating 5 Comments

Truth, the kind that is supported by facts, seems to be in shorter supply all the time. I think much of the credit for that goes to the internet. Mark Twain famously said that “A lie can travel around the world and back again while the truth is lacing up it’s boots.” 

Mr. Twain didn’t foresee the development of the World Wide Web, if he had he would likely have said a lie has no data caps but the truth gets 1gig max. 

Lies spread likes wildfires and these days Smokey Bear is no where to be seen. One person uses Social Media to strike a match and every one else pours gas on it with likes and retweets. It seems as if the only thing needed to make a lie the truth is the desire to believe it. 

As George Costanza was known to say on Seinfeld, “it’s not a lie if you believe it.” Unfortunately for George that’s a lie too.

Depending on which research you choose to believe people lie on average between 2 to 200 times a day. Most of the research on lying also shows that 75% of people claim they never lie, not ever. (They might be lying about that) So let’s take the midpoint of all the research and say the average person lies 100 times a day. Since 75% of people never lie, that means that some people must lie virtually all the time. You can’t believe anything they say. Whatever the actual number, most of the lies are thought to be harmless and even “protective” of people’s feelings. But telling lies is a slippery slope. 

The absolute biggest liars in the world, both on social media and in person are “They” and it’s close relative, “They Say.” 

They and They Say can make up anything they want and yet can’t be held accountable. They and They Say are willing co-conspirators of anyone who wants to spread rumors and falsehoods. People convince themselves that they aren’t lying because “They” or “They Say” said it. 

Kinda like, “I don’t know for sure but “They” say that the refs were bought off in each of the four Super Bowls the Minnesota Vikings lost.” Now understand, it’s not me saying that, “They” said it. I’m just repeating what I heard. So if it turns out to not be true it’s not like I was lying. 

Here’s the deal folks, if you spread something that may not be true you are at minimum guilty of spreading rumors. If you know it’s not true then you’re lying, no matter how much you may want it to be true. But even if you’re absolutely certain that something is true you should ask yourself if sharing it has any value to anyone or if what you’re thinking of sharing will cause irreparable harm to someone. 

I used to be a pretty big “They Say” sharer. I’ve worked over the last several years to stop that unprofessional behavior. I’m better off for making that effort and you will be too. 

Don’t pass on the words of the world’s biggest liars, there is enough fake information out there already. NO ONE needs more. 

The Enemy of Rumors

Steve Keating 1 Comment

When I was a graduate student working towards my PhD in Psychology I developed a theory on the origin of rumors. Oh wait, I forgot, I was never a graduate student working towards a PhD in anything. I’m just a sales guy who has been around long enough to know some stuff. (Let’s see if my non PhD turns into a rumor) 🙂

But I did develop a theory on the origin of rumors. I figure people have this space inside them, like in their brain, where they hold information. They are most comfortable when that space is full. If it isn’t filled with actual information from factual sources then they fill it themselves, often with rumors. 

That would make factual information the enemy of rumors. 

Bosses, managers and even leaders all claim to hate rumors floating around in their organizations. Yet they fail to understand their own role in the creation of those rumors. When they fail to keep their people full of factual information their people latch on to rumors to fill up their information space. 

Many bosses, lots of managers and even some leaders believe that information is power. They think that when they share information they somehow lose some of their power and control over their people. So they withhold information. Even information that could help their people be more productive and successful. 

What Authentic Leaders understand is that information only becomes powerful with it is shared with people who can somehow benefit from it. Some people may use the information to avoid a problem. Other people may use it to solve a problem that already exists. Still other may use it to finish a creative project that was started by someone else who lacked the information required to finish it. Many people just pass the information along to other people to help them grow and develop. 

Still more people file the information away in their “space” until the day they find a use for it. 

Very little information is actually useless. It will likely all be used at the appropriate time and place. That’s why the most successful people gather bits of information every single day. Most people call the gathering of those bits of information learning. 

So if you’re a boss, manager or leader ask yourself how much information do you withhold from your people for the simple reason that you can. Ask yourself if your unproductive habit of not sharing information stems from your belief that holding onto information somehow makes you more important or powerful. Ask yourself if your unwillingness to share information might be a result of you lacking faith in your own leadership abilities. 

Then ask yourself what information you’re holding right now that could help the people you lead. Maybe it’s information that would help build the culture of your organization. Maybe it’s information that could help the sales team sell more. Maybe it’s information that could help your people help more customers. And maybe it’s just a fun tidbit of information about the company that people would appreciate knowing. 

Once you’ve answered those questions then you can launch your assault on rumors within your team or organization. Information is a formidable enemy of rumors. Arm your people with the information they want and need and their space will be too full to allow rumors to enter.

Communication Always Matters

Steve Keating 6 Comments

I’ve never met anyone in a leadership position who likes rumors. Rumors create lots of productivity and morale killing conversations. Not public conversations mind you, but the whispered hallway conversations that stop suddenly with the appearance of a supervisor. 

The people in leadership positions who dislike rumors the most are often the same ones who create the rumors to begin with. They create rumors by failing to communicate with their people. 

The people who work in your organization have a vested interest in what’s happening within the organization. Lots of people in leadership positions tell me they share information on a “needs to know basis.” Those leaders fail to understand that their people NEED to know. 

I understand that not all information can be shared within an organization. I also understand that far more information could be shared than is being shared in most organizations. 

Too many people in leadership positions don’t understand their people’s need to know. They want to know how the company they work for is doing. They want as clear a look into their potential future as possible. They crave information. That craving causes people to invent information when none is provided. That “invented” information is delivered to others in the form of a rumor. 

Authentic Leaders know that real information is the enemy of rumor. That’s why they provide as much information to their people as is legally and ethical possible. 

The most current example of people needing to know is still the whole pandemic situation. The omicron variant is the current Covid 19 variant making the news. I’m not very knowledgeable in the Greek language but I believe “omicron” is Greek for “who the hell knows.” 

But just because you may not have all the answers about what your organization is doing with regards to pandemic issues is no excuse to not provide your people with the answers you do have. 

While leaders are storing up information to present all at once they are creating the rumors they so dislike. One very large retail operation recently asked their employees to submit their proof of vaccination by the end of the year. No other information was provided, only a request to provide the proof by a certain deadline. No reasons where given for a request that seemed to come out of the blue. No consequences were provided in the event you failed to comply.

You can imagine the rumors that started. This company has hundreds of thousands of employees, that’s a whole lot of rumors going around. It is by all measures a really good company. One that has taken good care of their people during the entire pandemic. But it’s an example of how even otherwise very effective leaders can forget the importance of effective communication. 

I hold people who have the audacity to call themselves leaders to very high standards. One of those standards is continuous communication with the people they lead. It has never been easier to communicate with your people, even if they are spread out around the world. You can write a internal company blog. Create a weekly informational video. A simple Monday morning email update with a “what’s up” theme. 

Many leaders tell me that they don’t have time to do those things. Some of those leaders don’t have time because they are too busy putting out the fires started by the rumors they helped create. 

People in leadership positions make excuses for why they can’t communicate with their people. Authentic Leaders don’t make excuses, they make communication plans and they stick to them. 

Your People Are Watching

Steve Keating 1 Comment

Leaders lead by example, whether they intend to or not. Their people are always watching them and they will do what the leader does far faster than they will do what the leader says.

That means that if you’re in a leadership position and your words and actions do not match then your people will follow your actions, not your words.

In times of difficulty, and these times are certainly that, it is imperative that you realize that you are the model for the behavior you want and need from your people. Very few people will outperform their leader in a time of crisis.

It’s also important for leaders to keep in mind that every person has this area in both their heart and head that NEEDS information. It doesn’t need accurate information, it just needs information. That area will get the information it needs come hell or high water. If it can’t find the information then it will make the information up. That type of information is called rumor.

I have never met a leader who thought that rumors were helpful. So keep this in mind…information, accurate, timely information is the archenemy of rumor. Rumor finds it much harder to exist in a sea of accurate and timely information.

So keep your people informed. You’ll be much better off with your people complaining about the ton of communication then you will be if your people are filling their information areas with fear filled rumors. Even bad and difficult information to hear is better than wrong information.

When times get challenging you simply cannot over communicate. If you’re wondering how much communication is too much I encourage you to risk what you may feel is too much information.

If you’re running a business in these uncharted waters you must remember to not lose focus on what is most important. No matter what you sell or what service you offer you are in the people business. The businesses that best take care of their people, both their employees and their customers will be the businesses that come out of the other side of this in the best shape.

The most important part of your business is people because we are all in the people business.

Now, wash your hands!