This is the Jocko Underground podcast number 168 sitting here with Echo Charles.

Going to address some issues from the troopers out there in the world.

What do we got? Let's go.

First question.

I'm an executive at a large corporation with several senior managers reporting to me.

After months of feedback in coaching, I removed a manager from his role due to performance issues and reassigned him to a position better suited to his technical and leadership skills.

This was a deliberate decision, not spontaneous.

Our organizational effectiveness specialist recommends briefing the senior leadership team on why the change was made to maintain

trust and prevent rumors. I believe the specifics are private between me, the manager, and his

new boss, and that sharing could undermine his credibility or set a precedent. How should I balance

transparency with the team to maintain trust and morale while respecting the manager's privacy and taking ownership of this decision?

So I do think it's important to explain what's going on, right?

If we don't explain what's going on, then we get rumors and the rumors are not going to be good so I think it's important to explain what's

going on but I would I would focus on the reason that the change was made

and I would more specifically I would focus on the positive reasons that this change was made and there certainly are positive reasons that this change is made and those are

cool like you could be saying things like hey listen he has more experience in this area or we

needed his expertise in this subject matter or he has better technical knowledge hey listen i got

a move fred over there you know he's got more experience he's got more technical knowledge

uh we don't have any time to train someone up to his level that's where we're going to put him

over there.

And I think that's the move, right?

So you figure out what the positive. It actually says in here.

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