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And thanks for listening. Welcome to the H- Cast from Harvard Business Review. I'm Sarah Green. I'm

talking today with Lisa Roche. She's an assistant professor of management at

the Saisim School of Business at

Yeshiva University. She is the co-author with Lynn Offerman of the HBR article

Be Yourself but Carefully. Lisa, thanks so much for joining us today.

Thank you very much for having me today, Sarah.

It's a pleasure to be here.

So in the piece, you talk about the importance of using skillful self-disclosure

to build trust and to improve performance.

So what sorts of self-disclosure do you mean by that?

Well, for effective self-disclosure, we found that there's two main elements.

The first, it must be genuine.

That may sound like a no-brainer, but you'd be surprised how often we find managers fabricating

stories to fit the situation, fudging the details.

If I had one thing to say to an executive is, do not exaggerate.

Do not make up stories. People are smart. They figure it out and it can do irreparable harm. A less than perfect disclosure that fits

the emotion of the situation is much better than being disingenuous. The second thing I would say

is that the self disclosure must fit and further the task we can that means it must include the timing the substance in the process

...