My tip: Only work with such people on shared projects and tasks. And beware of making judgments about third parties or discussing the sense and nonsense of your organization’s annual planning in the presence of these chatterboxes. Taking such employees into confidence is a no-go. Sounds banal? Not when you consider that it is precisely these employees who use all the tricks to get others into their trust.
Boss must actively intervene
If you are the manager, you take active action when informants harm the team structure or your own position. Then clarify things – ideally in front of the entire team – and clear up rumors. Only when you know with 100% certainty who is spreading the dubious topics do you speak clearly and directly to that person. Show what behaviors and values you expect from your team members. Sure, this will only have a limited chance of success, but you will ensure that the informant has to act more cautiously from now on.
Otherwise, I advise calmness: not only because people sense quite quickly whether the person they are talking to has integrity or not, but also because informants generally find it difficult to rise in the hierarchy – despite their desire for maximum influence. Therefore, the damage that these colleagues cause by indiscreetly spreading rumors and information is usually limited. This can be captured with clear communication. And the more employees become aware of how gossipers operate, the less they will tell them. At some point the chattering mouths will run out of juice.
