Oversharing at Work: When TMI Tanks Trust 6 | 45
Radical Candor: Communication at Work
Radical Candor
4.7 • 729 Ratings
🗓️ 20 November 2024
⏱️ 42 minutes
🧾️ Download transcript
Summary
Let’s get into it: oversharing at work — we’ve all done it, and we’ve all cringed after. But here’s the tea: when we spill sensitive info without thinking, we’re not just breaking trust, we’re tanking our ability to Care Personally and Challenge Directly. In this episode, Kim, Jason, and Amy dig into a listener's story about sharing too much too soon and just how quickly oversharing can derail trust and create chaos. They unpack why these missteps happen, how different company cultures play into it, and what it really takes to find that sweet spot between transparency and discretion. If you’ve ever found yourself in the awkward aftermath of an overshare, this one’s for you. Let’s learn how to slow down, think it through, and keep our Radical Candor intact!
Get all of the show notes at RadicalCandor.com/podcast.
Episode Links:
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Chapters:
(00:00:00) Introduction
Amy, Kim and Jason introduce the episode around a listener’s question on oversharing at work.
(00:01:26) Listener's Question on Oversharing
A listener seeks advice on managing sensitive information more effectively.
(00:03:58) Communication and Cultural Assumptions
How organizational secrecy and biases affect information sharing.
(00:06:30) Pause and Reflect
The importance of pausing before sharing any potentially sensitive information.
(00:08:42) Organizational Communication Structure
Insights into structured vs. open communication styles and their impact.
(00:12:09) Developing Effective Information Channels
Strategies for ensuring efficient communication and reducing redundancy.
(00:17:12) Soliciting Feedback and Building Trust
Soliciting feedback from team leads after communication missteps.
(00:22:16) Framework for Information Sensitivity
The “Category” framework to clarify communication roles and boundaries.
(00:24:56) Initiative and Respecting Boundaries
The balance of taking initiative versus respecting organizational boundaries.
(00:28:55) Communication and Problem Preference
Being clear on workplace communication styles to tackle preferred challenges.
(00:33:43) Personalizing Communication Styles
Insights on managing communication impulsivity and biases.
(00:38:47) Radical Candor Tips
Checklist for managing sensitive information and improving communication.
(00:41:05) Conclusion
Transcript
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| 0:00.0 | Hello, everybody. Welcome to the Radical Canter Podcast. I'm Kim Scott. I'm Jason Rosoff. |
| 0:08.5 | And I'm Amy Sandler. Before we jump in, I want to tell you about something really exciting. We now have an ad-free podcast, this very podcast, ad-free, as part of our new Radical Candor community. |
| 0:20.6 | Go to RadicalCander community. |
| 0:27.5 | Go to radicalcander.com slash community podcast and join now. |
| 0:33.5 | You'll get a seven-day free trial to the Radical Cander community, as well as access to Radical Cander's courses. |
| 0:35.7 | This podcast you're listening to right now, early, and ad-free, |
| 0:40.5 | you'll get real-time interactive learning opportunities, |
| 0:44.3 | regular interaction with Radical Kander experts, |
| 0:47.0 | including Kim and Jason, and so much more. |
| 0:50.7 | So if you have ever struggled with communication at work, |
| 0:53.9 | this is your community. |
| 0:55.6 | Again, that's at radical canter.com slash community podcast, one word. |
| 1:02.3 | So today, we are answering a listener's question about how to stop impulsively sharing |
| 1:09.3 | information that they are supposed to keep private. |
| 1:12.9 | This person writes, quote, I need advice on managing confidential information more carefully. |
| 1:20.0 | I keep accidentally sharing things. I shouldn't. Let me explain two recent incidents. |
| 1:26.1 | I'm going to read one of those incidents. This is not me. This is |
| 1:31.2 | the listener. I received a message from a team leader about upcoming changes to department |
| 1:38.1 | SOPs, which I guess is standard operating procedure, and my area of interest. |
| 1:50.2 | Coincidentally, a colleague messaged me asking if I'd collaborate on proposing new SOPs for the exact same area. |
| 1:53.0 | I had only quickly skimmed the team leaders' message at this point. |
| 1:58.6 | I responded to my colleagues saying I couldn't help due to capacity, |
... |
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