Want to really know what's going on in your company? Find your canaries in the coal mine.

A few weeks ago as I walked with one of my employees we were discussing perceptions and that, in my own mind, I feel like I'm very approachable. Her spontaneous, uncomfortable laughter told me everything I needed to know about the reality of my statement.

It's lonely at the top. As a business leader, that's a reality every one of us can relate to. No matter how much we try to be relatable, approachable and open, in the end, we're still the boss -- the mere fact that we "sign the paycheck" means people handle us with caution. So, if you want to know the truth, always seek out the canary in the coal mine-- that is, your warning sign.

In every organization I've managed, some of the most valuable members of my team have been those willing to come in and speak truth to power. Sometimes it's been a direct report, someone I interacted with frequently.

But just as often, my "canary" was someone far more junior who had the courage to speak, the wisdom to know when it was important and the people smarts to be completely tapped in to the organization and how people were feeling. Equipped with the information they provided, I was always able to act quickly to change my approach, address misconceptions or take action on morale issues I never even knew existed.

Finding and nurturing your "canaries" takes time, trust and the confidence to hear things you might not really want to. A few rules of the road:

1. Seek out those who others seek out. 

The people who know best are those who are tapped-in and vested in the culture itself. People trust them and open up, wanting their perspective or support. Over time, people will even talk to them knowing they will bring it to you, but trusting they'll do it in a way that gets the issue on your radar without violating their trust.

2. Never, ever, ever shoot the messenger.

Coming to you with things you don't want to hear will always be hard for them. Believe me, they've considered whether they should multiple times before actually raising an issue, so when they come to you, it's because they feel it's important enough to put themselves at risk.

Occasionally, this feedback will be directly about you. It's important that you never discount it, deny it or, even more importantly, make them feel regret for bringing it to your attention. 

3. Listen, don't defend.

Sometimes the truth hurts, and other times you may not feel what you're hearing is really what's happening. Avoid the temptation to defend your position or dispute what's being communicated. Listen, probe and understand.

Recognize that, to an extent, your perspective doesn't matter. Whether you agree or not, if it's the perception of your team then it's real to them -- and that represents a real issue to be solved.

4. Push for background, not sources. 

Asking questions to get a better understanding of the situation is completely okay. However, working your canary to get to the bottom of where their information is coming from violates the cardinal rule (pun intended) of trust. Putting people in the position of violating their own ethics because they tried to help you is a recipe for disaster. Not only will they never come back to you again with feedback, you're possibly making them wonder whether you're someone they even want to work for in the first place.

After someone sticks their neck out for you, it's critical they feel like they were taken seriously and that the risk they took made a difference. Whether that's a change in direction, a public mea culpa for something you said or did or just looping back to give some private update on what's been done, it's vital that the reward for the risk be a real sense of action. And a personal thank you goes a long way to cement relationships and ensure your vital canaries are ready to sing to you again when trouble is brewing.

Originally published on Inc.com, August 28,2019