Rumors, too, are part of the corporate fabric. In fact, despite our tendency to talk of them pejoratively, they're a kind of viral communication system—and often remarkably accurate (or at least, as you say, semi-accurate). So it's a good idea to pay close attention to them as a way of taking the pulse of your organization. Indeed, because people at the very top can be isolated by virtue of their roles, you might even let your own boss know about the hearsay and anxiety you're picking up. The longer rumors go unchecked, the more they take on a life of their own.
I can relate to your temptation to set the record straight, especially when it comes to big changes that can affect people's lives. As an adviser to CEOs, I have conversations about sensitive topics that can't be discussed with anyone else. While the secrets have far-reaching implications and others may know that I'm privy to them, divulging the information—even to correct false rumors—would damage my ability to serve as a confidant.YOU CARRY a similar burden as a manager. My advice: If someone asks you if a rumor—big or small—is true, be honest about the position you're in. Try something along these lines: "I've been involved in those discussions, and I know it's hard to stay focused with all this uncertainty. But I'm just not free to talk about it." I think that's better than lying about whether you know what's going on. You probably wouldn't be believed anyway, or your denial might just feed the rumor mill.
It's understandable that those who aren't in the know try to read between the lines of what you say and do. Accept this, monitor what you reveal, and empathize with those who wish they could get inside your head. Kerry J. Sulkowicz, M.D., a psychoanalyst and founder of the Boswell Group, advises executives on psychological aspects of business. Send him questions at email@example.com