Scenario 3—You overshare information with your team

An engineering manager takes on the leadership of an engineering team. Now, they have new responsibilities, a new peer group of other managers, and access to a new level of information. They regularly meet with the leadership team and hear news of upcoming work, new goals, and new directions on the horizon. The manager is told when to share and when not to share this information with their team. Some of these leadership ideas and plans come to fruition and some do not. Gradually, the manager becomes more comfortable with this abundance of information and its variability as it changes over time. They want to be an honest and transparent leader to their team, so they let some of this information leak here and there. The manager starts to tell their team more and more about what might be coming down the road, divulging potential policy changes, internal processes, possible projects, and product pivots that are being considered...