1. Why don’t you do it?

You probably recognize the benefits of sharing company information with employees, yet you're hesitant to do it. The key to opening up the channels of communication is to first look closely at the excuses you use to disregard it. Here are four common points of resistance:

• Most employees aren't interested in the big picture beyond their own departments. This may be true of some people, but why deprive those employees who are interested? And even uninterested employees will appreciate the fact that the organization is willing to at least share with them.
• If employees have access to information, they'll undermine the role of management. The concept of the tyrannical manager who knows everything and makes every decision is primitive. Managers who give out information freely will reap trust, cooperation, and productivity.
• Employee committees and informative meetings take away from valuable work time. These meetings could be held during off-hours, but conducting them during the workday relays a message that communication is vital to the organization.
• If employees receive bad news, they will assume it's the result of inferior management. Candid reports will earn more respect than dodging responsibility. You can also use this opportunity to relate the risk involved in management decisions.

2. Look before you implement.

There are enough management ideas, systems, and paradigms to make your head spin. Problem is, some of them are actually worth testing out. Which ones? That's up to you. If you've become enamored of any one of the management ideas floating out there, think long and hard before you try to implement it into your style. And keep in mind the following suggestions:

• Do your homework. A management idea you read about in the Wall Street Journal has you all excited. Well, don't even think about putting into practice until you've researched the idea thoroughly. Read as much about the subject as you can. Grab every book, magazine, and study you can get your hands on. Get as solid a grasp on the idea as
  you can.
• Make sure it will have measurable results. Know exactly why you think the idea should be implemented and how you think it can contribute. Also, know how to measure its value and whether or not it is creating the intended changes and results. This means being able to evaluate empirical data measuring productivity and effectiveness.
• Follow it through. Once you implement a new management idea, be prepared to follow it through—even when it seems it's not working. Before you bail on the idea, first take a look at your own knowledge base and how the idea was implemented.