When senior management tells you not to discuss something with others, the worst move is to confront them. The second worst is silence. The professional approach is alignment. This article describes six proven techniques for understanding senior management’s concerns and providing options for disclosing necessary information to decision makers.
We Are Not Reporting the Client to the Regulators
“I don’t care what you say. We are not going to turn in one of our clients to a regulatory agency,” one of our national technical managers exclaimed.
“Well, I am not licensed in this state,” I calmly stated. “But any of our licensed engineers or industrial hygienists are going to have big problems if the client doesn’t do it first.”
The issue was the potential contamination being circulated directly into the drinking water without re-treatment. On the one hand, we didn’t have test data to show contamination (even though they weren’t testing for those parameters). On the other hand, failing to treat the drinking water again was a clear violation of state regulations.
A week later, in an internal meeting in Louisiana, I was told to mind my “p’s and q’s.” I did and listened more than I talked. The result was as I expected. The technical professionals, especially the licensees, agreed that the situation needed to be reported. If the client didn’t do it, we had to.
A similar discussion was held that same afternoon at the client’s site. The discussion was interesting because two-thirds of those present opposed reporting it. They cited a lack of firm evidence and “this is how we do things here.” The one-third who favored reporting it were, again, the technical professionals and licensees.
The good news was that the ranking two leaders on the client side had already decided to report it. While the situation was uncomfortable, our national technical manager and our regional manager provided the evidence and conclusions I had shared the previous week. There were no surprises. And while my national technical manager disagreed with what we did (“it is an over-reaction”), she agreed with the way we did it.
Practical Techniques
Many technical professionals are often told to avoid discussing certain types of information. Whether it’s internal or external to the organization, it’s always uncomfortable to withhold information that decision makers may need or that they certainly already know. In some cases, it’s unethical. In more extreme cases (as I faced in the above example), it may be illegal.
These are six techniques, and related to the above example, for getting through those tough times when you are told, “don’t talk about that.”
1. Clarify the Constraint (Don’t Assume the Motive)
When leadership says, “Don’t talk about that,” pause before reacting. Ask structured clarification questions. This reframes the conversation from defiance to risk alignment.
- “Can you help me understand the concern about including this?”
- “Is the issue legal exposure, messaging consistency, timing, or stakeholder reaction?”
- “What outcome are we trying to avoid?”
Most conflict is rooted in misalignment, not bad intentions. Clarifying the constraint turns tension into a problem-solving discussion.
Case Example: I was concerned about public health and professional obligations, while my national leader was worried about the business relationship with our client. Both of us honestly discussing our concerns helped us align.
2. Translate the Information Into Risk Language
Senior leaders think in terms of reputation, legal exposure, financial risk, and timing.
If you believe something must be disclosed, frame it as:
- “Here is the risk of omission.”
- “Here is how stakeholders may interpret silence.”
- “Here is how this could surface later.”
You are speaking the language of decision makers when you frame the issue in terms of reputation, financial exposure, compliance, or long-term trust.
Case Example: Since the possibility of contaminated drinking water is a public health issue, my message related to risk management was in terms of getting out in front of the issue. We continued that message in our client interaction.
Note: This technique walks a fine line between honest discussion and being threatening. Elected officials and executive management do not need to be reminded explicitly of the politics of a given situation – the political consequences are their world.
3. Offer Structured Options, Not Defiance
Saying “We have to include this” corners leadership.
Instead, provide options. The “do everything” option is to give the full details in the presentation. Another option may be to provide the issue on a single slide related to uncertainties and assumptions. You could also provide a written appendix or white paper. A universal “good practice” is to have a pre-brief with key stakeholders.
Options reduce defensiveness. They also demonstrate that you are trying to solve a communication problem, not win an argument.
Case Example: I never took the client’s self-reporting off the table, and I never took the “do nothing” alternative option off the table. I did advocate doing something, but let my management and the client’s management reach their own conclusions.
4. Separate Facts From Interpretation
Leadership often resists how something is framed, not the raw data.
Three things are usually effective.
- Presenting neutral data without causal language
- Removing speculative commentary
- Sticking to observed facts and quantified uncertainty
We increase the chance that core information survives when we strip commentary from analysis.
Case Example: The regulations were at the forefront of the material I provided. I also provided a graphic that definitively showed how the water treatment process worked. I did not try to interpret the implications.
5. Pre-Brief Rather Than Surprise
Many conflicts happen because leaders feel exposed.
Offer to walk leadership through the material in advance. Ask what tough questions they anticipate. Adjust tone and sequencing before the public setting.
Pre-briefing shifts the dynamic from exposure to preparation. It builds trust and reduces the perception that you are putting anyone at risk.
Case Example: In this case, I trusted my senior management to do what I would do. And that is what we did. The pre-meeting is really where the decisions get made, anyway.
6. Know the Non-Negotiables
Some topics are discretionary. Others are not.
Regulatory requirements, public health implications, and financial reporting accuracy may carry legal or ethical obligations. In those cases, your responsibility goes beyond internal preference.
Know the professional standards that apply to your field. If necessary, seek guidance through formal channels before the presentation, not during it. For example, as the chair of a state environmental management commission, we have often gotten an opinion from the state ethics commission before proceeding on a topic.
Case Example: This example focuses on regulations and professional requirements. In the end, this was the case for everyone.
A Decision Framework for the Moment
When told not to discuss something, ask yourself four questions:
1. Is this a matter of timing or substance?
2. What specific risk is leadership trying to manage?
3. Can I reframe or restructure the information?
4. Is there a legal or ethical requirement to disclose?
These questions keep us grounded in professional judgment rather than emotion.
Protecting Both Transparency and Trust
Senior leaders carry accountability you may not see. Technical professionals carry expertise that leadership may not fully grasp.
The goal is not to override authority. The goal is to align necessary information with strategy.
These moments strengthen credibility when managed well. You demonstrate judgment, discipline, and an understanding that effective communication is about decision quality.
And that is the standard that professionals are held to.
The Three Fins of the FINESSE Fishbone Diagram
The top fin of the FINESSE Fishbone Diagram® is about data and information. The bottom fin is about the audience. Unlike other forms of communication, such as sales or politics, our role is not to persuade or manipulate. Our role and that of our technical experts is to present the data and information as fairly as possible.
The Top Fin of the FINESSE Fishbone Diagram
Appropriately, data and information are the top fin of FINESSE.
When Senior Management Discourages You
Our role is to provide information that bridges technical truth and organizational risk. When senior management discourages sensitive information necessary for decision-making, their concerns are usually an emotional response. The fine balance is sorting through and shifting to a structured framework of options. Navigating the constraints of what to share and what not to share requires FINESSE and sets you apart as a trusted advisor.
Solomon, J. D. (2026, March 25). What if senior management tells you not to talk about it? Communicating with FINESSE. communicatingwithfinesse.substack.com
JD Solomon champions practical communication skills that help technical professionals convey complex ideas clearly and confidently. Need help getting started? Visit his company’s website, www.jdsolomonsolutions.com.
