Are You Only Hearing Good News? That’s a Problem.

How filtered information creates a false sense of confidence at the top

Photo by Immo Wegmann on Unsplash

It’s human nature to prefer good news. For leaders, it’s also a hazard.

When you’re in a senior role, people may start to edit what they say to you. Concerns get softened. Problems come with a positive spin. Risks are framed as opportunities. It’s not always deliberate, but over time, it creates a dangerous dynamic: filtered information.

This isn’t just a communication issue. It’s a leadership blind spot that can derail change, damage trust, and disconnect you from what is happening in the business.

The Subtle Culture of Sugarcoating

I once worked with a leadership team going through a significant transformation. The programme involved redundancies and role redesigns; understandably, emotions were high.

I joined midway through the change and was preparing my first update to the board. I included employee feedback, risks, and a clear recommendation to approach the next phase with caution. The data was strong, and it fully backed up the need for alertness.

The reaction? Immediate pushback.

They challenged the findings, disputed the tone, and - most memorably - dismissed my concern as overly negative. It was a tough and complex situation.

I’d walked into a classic blind spot: the board had developed an unconscious preference for good news. Not one they articulated, but one they consistently rewarded. Over time, their teams learned to filter out friction and emphasise progress. The result was a skewed view of how things were really going and an executive team flying partially blind.

The Danger of False Confidence

When senior leaders consistently hear that everything is fine, they tend to believe it. But that belief isn’t built on truth—it’s built on what people think they should, or are allowed, to say.

The effect is that critical risks stay hidden. Resistance bubbles up quietly. Customers get frustrated. Frontline staff disengage. And by the time leaders realise what has been happening, the damage is already done.

Filtering is rarely malicious. But it’s always costly because:

• Decisions are made without full context

• Leaders miss early warning signs

• Employees feel unheard and stop speaking up

• Culture erodes because people believe honesty is not a safe option

Leaders Set the Tone - Even When They Don’t Mean To

No one would ever have a “only tell me good news” wall poster. However, the tone, reactions, and the questions we ask convey a strong message.

If leaders only reward optimism, act on upbeat reports, and react poorly to challenges, the message they transmit becomes clear: discomfort is unwelcome.

That creates a silent, dangerous filter between leaders and the reality of the organisation.

What You Can Do to Break the Filter

Here are five practical ways to shift the dynamic:

• Ask for the bad news first

Make it a habit. In meetings, in updates, in one-to-ones, ask “What’s not working?” before “What’s going well?”

• Reward candour

When someone surfaces a risk or challenge, thank them, especially if it’s an uncomfortable one. Show that it’s safe and valuable to speak honestly.

• Watch how people react around you

If everyone is nodding and no one is challenging, ask yourself: "What’s not being said?"

• Use informal channels

Walk the floor. Join a virtual team check-in. Create reverse town halls where employees talk, and leaders listen.

• Balance realism and optimism

Hope is essential, but credibility matters more. Tell the whole story: what’s working and what’s not.

… and this is what happened

After that difficult board presentation, I adapted. I spent time building relationships with individual board members. I learnt what they cared about and how they liked to receive information. And I shifted my approach: not softening the truth, but packaging it in a way they could engage with.

Instead of presenting risks as problems, I framed them as leadership challenges. I asked questions rather than giving conclusions. I invited dialogue instead of delivering warnings.

The core message remained the same—but the delivery created space for it to take hold.

Over time, the conversation became more open. The board still didn’t like hearing bad news—but they stopped rejecting it outright. And that made all the difference.

It’s tempting to surround yourself with people who agree with you. But the best decisions are made when you see the whole picture—not just the good bits.

If you’re not hearing uncomfortable truths, the problem might not be the message. It might be the environment you’ve created.

So ask yourself: How do I make people feel safe so they tell me the truth?

And then show them—consistently—that you genuinely mean it.

You will also receive updates about my forthcoming book “Master the Change Maze. A leader’s guide to transformation without chaos”