Management By Gossip (MBG)
By Thabang Mokoka
In every workplace, beyond the polished mission statements and structured hierarchies, lies an invisible force that shapes culture, influences reputations, and controls the flow of information—gossip. For years, organisations have treated gossip as a virus, something to be eradicated with strict policies and formal structures. But what if, instead of fighting it, we learned to harness its power?
As conditions alter towards eternal dance of seasons, innovation meets the relaxed pace of where a place that believes ‘urgent’ is just a suggestion. I therefore introduce the Management By Gossip (MBG) Theoretical Framework.
The MBG Theoretical Framework is a bold, human-centered approach that recognises informal communication as a tool for change. It acknowledges that gossip—often dismissed as mere chatter—reflects deeper workplace dynamics, unspoken frustrations, and the silent battles employees fight every day. MBG does not seek to replace structured corporate leadership but rather to complement it, offering a way to bridge disconnection and cultivate a culture of trust and transparency.
But can gossip really be an asset?
In March 2020, the Free State became the epicenter of a major COVID-19 outbreak linked to a church gathering in Bloemfontein. Nearly 900 people attended, including international visitors. In the aftermath, rumors spread faster than the virus itself—who had been exposed, which neighborhoods were at risk, what government was or wasn’t doing. Some of this information was helpful, but much of it fueled fear, blame, and social stigma.
This was MBG in action—both for better and worse. The same informal networks that sowed confusion could have been leveraged for good—to share reliable information, provide emotional support, and counteract panic. The outbreak laid bare a fundamental truth: when people lack transparent communication, they turn to what is available. If leaders do not shape the narrative, gossip will.
Busani Ngcaweni, Director General of the National School of Government, captured a similar workplace reality when he wrote, “One of the most infuriating aspects of governance is the persistence of individuals who embody the spirit of ‘senior makotis.’ These are the people who naively believe they are indispensable, the public service equivalent of the first wife in a fractious polygamous household. They expect everyone—junior wives and aides alike—to tiptoe around them, as if their very existence hinges on the senior makoti’s approval.”
His words illustrate how unchecked power, rigid hierarchies, and poor communication breed toxicity. This is where MBG comes in—not to encourage gossip as a weapon, but to recognise it as as a Workplace Thermometer diagnostic tool. It forces organisations to ask:
• What are employees saying when we aren’t in the room?
• What frustrations are simmering beneath the surface?
• How can we address them before they explode into resentment and disengagement?
Saeed Alawwad, a Customer Experience and CRM professional, paints a chilling picture of what happens when organisations fail to address toxicity, “When you terminate an employee due to performance or office politics, or push them to resign by creating a toxic work environment, remember this: they will move on. In two to three months, they will find a better opportunity and thrive. But they will never forget how you treated them—how you shouted, humiliated, and misunderstood them because your ego stopped you from communicating with empathy.”
“A toxic work environment doesn’t just affect an employee’s mental health; it kills productivity, crushes passion, and turns even the most dedicated workers into people who just ‘get through the day.’”
Every corporate office has stories like these—managers who mistake fear for respect, teams that operate on whispered complaints rather than open dialogue, employees who mentally check out long before they actually resign. The MBG framework challenges leaders to see these warning signs not as noise to be silenced but as symptoms of a deeper issue that needs healing.
MBG, however, is not without risks. Gossip can be destructive—spreading misinformation, ruining reputations, and deepening divisions. But so can silence. The challenge for leaders is to strike the right balance:
✅ Encourage open dialogue – Employees gossip when they feel unheard. Create spaces where they can voice concerns without fear of retaliation.
✅ Address issues head-on – Gossip thrives in uncertainty. If employees are speculating about leadership changes, restructuring, or promotions, address it directly.
✅ Model ethical corporate leadership – Informal networks influence workplace culture. Leaders must set the tone for transparency and accountability.
Former Statistics SA head, Pali Lehohla, once critiqued dysfunctional leadership with a striking metaphor, “The story of a dog that at night sleeps in the hay and stops all animals from foraging… When winter ends and summer breaks, the best the dog does is to step out of the forage, not before it raises its right leg and urinates on what has been its favored mattress throughout the winter. That is the senior makoti’s role.”
His words expose the dangers of hoarding power, stifling progress, and leaving organisations worse off than they were found. MBG presents an alternative: a corporate leadership approach culture rooted in emotional intelligence, where informal communication is not a tool of exclusion but one of inclusion.
At its core, MBG is about people. It acknowledges that behind every workplace email, meeting, and policy, there are human beings with emotions, ambitions, and struggles. Corporate management can either ignore this reality, allowing gossip to fester into toxicity, or they can engage with it—using it to build a culture of trust, connection, and belonging.
In the aftermath of the Free State COVID-19 outbreak, the lessons of MBG became painfully clear. The virus was not the only thing spreading—so was misinformation, fear, and division. But so was resilience, community, and a desperate desire for clarity.
Modern workplaces are no different. Every organisation faces its own ‘outbreaks’—retrenchments, leadership changes, or ethical crises. The question is: will corporate leadership use MBG to heal corporate workplace culture or let it destroy it?
We cannot control human nature, but we can guide it. We cannot eliminate gossip, but we can transform it. The future of corporate success depends on management who choose to engage with the undercurrents of workplace culture—not silence them.
Disclaimer: Thabang Mokoka writes in his personal capacity

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