As executives rise through the ranks, they often encounter a paradoxical challenge: the more responsibility they hold, the less likely they are to hear the unvarnished truth from their teams. This communication gap can have costly consequences, according to executive coach and former senior media executive Joel Berman. Drawing on his experience at Paramount Pictures, where he served as President of Worldwide Television Distribution, Berman now coaches executives on navigating the realities of leadership and organizational communication.
Berman identifies several reasons why employees withhold bad news. Some fear the boss's reaction; others don't want to be the bearer of bad tidings; and many simply believe that handling problems independently is exactly what they were hired to do. "They're thinking, 'This is my responsibility. I'm supposed to fix it,'" Berman said. "They want to be viewed as somebody who has a good handle on the business and gets things done."
To a degree, that ownership mentality is desirable. No organization benefits when every issue is immediately escalated. Berman expects employees to think through problems and come prepared with a plan. However, the trouble begins when "I'll handle it" becomes "I'll wait to tell anyone until I've handled it." Sometimes problems don't get resolved, and by the time leadership learns of them, the available options may have narrowed dramatically.
Berman advocates for a balanced approach: employees should bring both the problem and their thinking to the table. Instead of simply asking what to do, they might say, "Here's the issue. Here's what we're doing about it. Here's what I think we should do next." This allows leaders to ask questions, challenge assumptions, and provide resources without stripping ownership from the person responsible for execution.
The timing of disclosure is critical. Consider a potential revenue shortfall. If senior leadership learns early enough, there may still be time to adjust expenses, reallocate resources, intervene in the underlying issue, or prepare the CEO and board for what's coming. "If I would have known about this earlier, we could have taken some steps to try to mitigate it," Berman said. "You would have had an opportunity to fix it, and you would have had an opportunity to communicate it. But if you find out after the fact, there's nothing you can do."
Yet Berman also places responsibility squarely on executives. When bad news surfaces late, it's not enough to blame subordinates. "It's your fault because you didn't know about it," he said. "Yes, it's their fault too, but it's on you." Leaders must ask themselves what about their behavior might discourage open communication. Berman admits he wasn't always consistent in his own reactions as an executive. "I'd like to think I was the kind of leader that people could bring problems to, but I don't think I always reacted in a consistent manner," he said. Employees notice how leaders respond to bad news, and a single harsh reaction can silence future warnings.
To foster openness, Berman recommends regular structured communication—whether through staff meetings, weekly one-on-ones, or other rhythms—that encourages both problems and successes to surface. The goal isn't to have every issue pushed upward, but to ensure that those closest to the work understand what leadership needs to know and feel safe sharing it before circumstances force the conversation.
For more information about Joel Berman and his executive coaching, visit JoelPBerman.com.
