The big reveal

Our next project, the future of the team, the current state of affairs, the launch of the new product, the brand revamp, the newly appointed executive, the team member who is leaving.

If we treat everything as a big reveal, sharing information with a restricted number of confidants while others are left reading tea leaves, two things will likely happen.

First, we loose the opportunity to buy people in before things are set. Sharing the work, the good and the bad, before it is ready to ship means we can ask for input, we can hear what the people who are affected think, we can let others into the change, and we can sell the reasoning and thought process more easily.

And then, we take focus away from the rest of the organisation. Whether we want it or not, the big reveal becomes the center of the conversation, and by the time it actually happens, every single person will already have their own solid picture of what that is about. How can we then satisfy all of them?

Big reveals are powerful tools, and they are also one of the main reasons why change is often so challenging to manage. We should not make big reveals the norm.

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