That last sentence brought silence to the room, partly because of the darkness of the news, and partly as an honor to Jack for having been brave enough to have reported it with Eileen sitting right there. As if in anticipation of an explosion, everyone turned to look at Eileen.
"First I want to commend you, Jack, for telling us so early, while we still have options," Eileen began. "Takes courage. And what do you think we ought to do now?"
Eileen has just taken two steps that will encourage people in her organization to report the truth. She has publicly recognized Jack for telling the truth, and she has rewarded him by asking for his guidance in responding to its implications.
Samuel Goldwyn once said, "I don't want any yes-men around me. Tell me the truth, even if it costs you your job." The laughable impossibility of his preference is at the core of the problem of getting to the truth. Punishing truth telling drives Truth underground.
What actions can you take to encourage people in your organization to tell the Truth?
- Appreciate risk-taking
- Telling the truth can entail revealing failure. If you punish failure, or even if you recognize only success, you train people to conceal failure.
- Recognize people who take reasonable risks, even if they aren't successful. Recognize failures — not all failures, but at least those that result in valuable learning.
- Avoid heavy-handed or coercive tactics
- Some tactics that managers use are coercive. By creating a sense of powerlessness, coercive tactics can erode the sense of safety so essential to truth telling.
- Avoid killing the messenger, cold-shouldering the messenger, and blaming individuals for group failures.
- Create a sense of safety
- Punishing truth telling
drives Truth underground - One great illusion about layoffs is our denial of their long-term costs — they reduce our sense of security. The certainty that someday layoffs will happen again can cause many to withhold, spin, or varnish the truth.
- Reduce staff as a true last resort — after spending cuts, after reducing management compensation, and after reducing employee compensation.
- Make truth telling a part of everyone's job
- In some organizational cultures, withholding truth is seen as loyalty. People who disclose bad news are sometimes seen as "ratting" on peers.
- Train people in disclosure. Encourage people to support each other in uncomfortable disclosure by sharing responsibility. Group responsibility makes truth telling easier.
None of this is enough, though, unless you prepare yourself. In the words of Henry David Thoreau, "It takes two to speak the truth — one to speak and another to hear." To get to the truth of anything, we must take responsibility for accepting the truth — even a difficult truth — when we find it. And that might be the most uncomfortable Truth about getting to the Truth. Top Next Issue
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Related articles
More articles on Personal, Team, and Organizational Effectiveness:
- The Mind Reading Trap
- When we think, "Paul doesn't trust me," we could be fooling ourselves into believing that
we can read his mind. Unless he has directly expressed his distrust, we're just guessing, and we can
reach whatever conclusion we wish, unconstrained by reality. In project management, as anywhere else,
that's a recipe for trouble.
- Working Lunches
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idea, but there are some hidden costs.
- Deciding to Change: Choosing
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they make decisions, too. That part of the change is sometimes overlooked, in part, because it affects
most the people who make decisions. What can we do about this?
- The Limits of Status Reports: II
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write them. There are limits on both. Here's Part II of an exploration of those limits.
- Ego Depletion and Priority Setting
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for self-control. Here are some strategies for limiting these effects on priority setting.
See also Personal, Team, and Organizational Effectiveness and Effective Communication at Work for more related articles.
Forthcoming issues of Point Lookout
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- And on May 1: Antipatterns for Time-Constrained Communication: 2
- Recognizing just a few patterns that can lead to miscommunication can reduce the incidence of problems. Here is Part 2 of a collection of antipatterns that arise in technical communication under time pressure, emphasizing those that depend on content. Available here and by RSS on May 1.
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