While discretion might be the better
part of valor, indiscretion is one of the
better parts of motivation. It is better
to be a little indiscreet than too discreet.
The world turns on gossip, scandal, hearsay, rumor, and titbits of
fascinating information. Official statements are rarely motivating. In a
free society the media is full of speculations, unsubstantiated facts, and
assertions that stimulate social intercourse.
Being indiscreet means giving something away that officially you
should not. It means revealing a spicy little detail that your elders would
prefer to be kept hidden.
Indiscretion is a declaration of trust. It effectively says, “I will take
you into my innermost sanctum and trust you with a thought, a feeling,
or a confidence that I would not reveal to you if I did not trust you.”
Team leaders who are too discreet close themselves off from their
people, most of whom love to
sit around and chat about what
is happening at work. These
managers come across as aloof
and not one of the team. In
their reluctance to expose
themselves they seem distant,
even pious, as well as driven by
denial of the obvious: that
formality in communication
never fascinates people.
Informality is a key to
motivation in that it frees up
people’s thinking and behavior
as opposed to the formal restrictions of propaganda, programmed minds,
and disciplined behavior. Informality thus requires a swirl of interchange
between people as they allow a free flow of thinking to be injected into
the essential socialization process. This kind of informality can take place
in a formal meeting as well as in impromptuencounters.
“This is in total confidence…”
“I have been sworn to secrecy, so
promise you won’t tell anybody else…”
“If I can let you into a secret…”
“I am not supposed to tell you this,
“This is for your ears only…”