GLOSSING

One of my favorite activities as a leadership and change expert is Tracking the Discourse. I love seeing the new buzz-words arrive on the scene, from Quiet Quitting to Toxic Positivity, and I read a variety of sources with interest because these terms seem new but almost always hit dynamics that are well-known and researched in org, leadership, and change research.

(And almost always far more complex than popular outlets would have us believe, but I digress!)

What I love about these terms is how useful they can be as a heuristic for capturing some of those complex organizational dynamics and opening conversations. I’m delighted, then, to share one that I think encapsulates lots of experiences in organizations, and it first came my way in Forbes India. Before we talk about it, let me share what I was looking for when I first encountered it.

I’ve been thinking a lot about how negative organizational discourse affects people, especially high performers, and I dig into a specific behavior over on this space: Group Yell. Group Yell is one of a constellation of leader behaviors that create an overall aura of ineffectiveness.

Negative organizational discourse refers to patterns of communication from leaders or within teams that undermine trust, morale, and productivity. These patterns might not always be overtly hostile (like the Group Yell example) but they’re often insidious.

They include behaviors like passive-aggressive remarks, veiled criticisms, or overly vague directives that leave team members confused and anxious. Sometimes, it’s the absence of communication altogether, with leaders retreating into silence when clarity is most needed.

These behaviors create a ripple effect, eroding psychological safety and leaving employees, especially high performers, questioning their value and place within the organization.

High performers, in particular, feel the sting of these dynamics acutely because they rely on feedback and a clear sense of direction to sustain their contributions. A lack of those things creates the fertile ground where a phenomenon like glossing can thrive, adding yet another layer to the growing lexicon of dysfunctional workplace dynamics.

Glossing happens when leaders downplay or dismiss challenges under a shiny veneer of positivity or even a redirection of the discourse around those challenges. Maybe you’ve experienced it: A team-wide meeting where pressing concerns are swept under the rug with a cheery, “We’re all doing great work!” Or a manager who responds to real feedback with “Let’s focus on the wins instead.” Or my personal favorite, a leader who insists that nothing can change because “that’s just the way things are.”

Wait, no. That’s not my favorite. My favorite is when real concerns are ignored because leaders don’t like the source of the information. If you’ve ever been an out-group member in an org, you know what I mean. Often, it’s the truth-tellers, the transparent communicators, the voices who speak up that are placed in that category.

The allure of glossing lies in its simplicity. It keeps hard conversations at bay. But this approach is deeply flawed.

Glossing Erodes Trust

Hypothesis: When leaders gloss over problems, morale and trust suffer.
Test: Look around your organization.

Employees are often left feeling unheard, undervalued, and frustrated when their concerns are dismissed or ignored. We already know that these choices lead to disengagement, lower performance, and higher turnover. People want to feel seen, especially when challenges arise, not smothered under a layer of toxic positivity or worse, ignored.

Case in point: I recently spoke with someone in an org whose workplace implemented a massive change. When employees voiced valid concerns about workloads and timelines, leadership waved them off with, “You’ve got this! Let’s focus on solutions.” Unsurprisingly, this approach undermined confidence in leadership. What those employees needed was acknowledgment and a plan—not platitudes.

Why Do Leaders Gloss?

Glossing often stems from good intentions gone wrong. Leaders may think they’re motivating their team by staying upbeat. Or they might feel uncomfortable addressing conflict and use positivity as a shield. Either way, the result is the same: A growing gap between leadership and the people they’re supposed to lead.

What Happens When We Stop Glossing?

Imagine a different approach. Instead of glossing, imagine leaders who do the following:

• Acknowledge challenges honestly: “I hear that this change is tough, and I want us to navigate it together.”

• Engage in dialogue: “What’s not working? How can we adjust?”

• Foster collaboration: “Let’s find solutions as a team.”

When leaders create space for transparency and collaboration, employees feel respected and valued. They’re more likely to trust leadership and stay engaged.

Call It What It Is

Glossing isn’t just a bad habit: It’s a leadership failure. And it doesn’t have to be this way. With humility, deep listening, and a commitment to addressing challenges head-on, leaders can transform their workplaces into environments of trust and collaboration.

What about you? Have you encountered glossing in your workplace? Or caught yourself tempted to gloss over tough moments? I’d love to hear how you’re working toward deeper, more authentic leadership, and we’ll also take it on together in January when I unpack the HOW of avoiding behaviors like this one in leadership.