As executives advance in their careers, they often encounter a paradox: the more responsibility they hold, the less likely they are to hear about problems early. According to executive coach and former Paramount Pictures senior executive Joel Berman, this gap between leadership and reality can have costly consequences for organizations.
Berman, who spent years as a senior media executive before becoming a coach, has observed the tension from both sides of the desk. Employees may withhold bad news out of fear of the boss's reaction, reluctance to be the bearer of bad tidings, or a belief that handling the problem themselves 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."
That instinct is not entirely misplaced. No organization benefits when every minor issue is escalated immediately. Berman expects managers to think through problems and arrive with a plan. The trouble begins, he says, when "I'll handle it" becomes "I'll wait to tell anyone until I've handled it"—and the problem remains unresolved. By the time leadership learns of it, the available options may have narrowed dramatically.
Berman draws a distinction between keeping a leader informed and handing the leader responsibility for solving the problem. Ideally, a direct report says: "Here's the issue. Here's what we're doing about it. Here's what I think we should do next." That approach allows the leader to ask questions, challenge assumptions, and provide resources without stripping ownership from the person executing the plan. "You want someone to solve problems, you want them to come in with a plan, but you also want to know far enough ahead," Berman said.
Timing matters. If a business is likely to miss revenue expectations and leadership learns early, expenses can be adjusted, resources reallocated, or expectations managed with the CEO or board. "If I would have known about this earlier, we could have taken some steps to try to mitigate it," Berman said. "If you know in advance, you can ask: What can we do? What's the issue? Why is this not happening? But if you find out after the fact, there's nothing you can do."
Yet Berman also places responsibility on the executive. "It's your fault because you didn't know about it," he said. "Yes, it's their fault too, but it's on you." An executive who blames subordinates for not speaking up invites an uncomfortable question: What about your leadership discourages open communication? Berman admits he has made his own mistakes. "I think I've made every mistake there is to make," he said. "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." That experience now informs how he coaches executives today.
Leaders must create regular communication rhythms—staff meetings, one-on-ones, or other structures—that make both good news and bad news easy to share. "You want to create a structure and a culture that encourages open communication," Berman said. For more information about Joel Berman and his executive coaching practice, visit JoelPBerman.com.
