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
Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenogMhuqCxAnbfLvzbner@ChacigAthhhYwzZDgxshoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
This article in its entirety was written by a human being. No machine intelligence was involved in any way.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Personal, Team, and Organizational Effectiveness:
- Taming the Time Card
- Filling out time cards may seem maddeningly trivial, but the data they collect can be critically important
to project managers. Why is it so important? And what does an effective, yet minimally intrusive time
reporting system look like?
- Doorknob Disclosures and Bye-Bye Bombshells
- A doorknob disclosure is an uncomfortable, painful, or embarrassing revelation offered at the end of
a meeting or conversation, usually by someone who's about to exit. When we learn about bad news in this
way, we can feel frustrated and trapped. How can we respond effectively?
- High Falutin' Goofy Talk
- Business speech and business writing are sometimes little more than high falutin' goofy talk, filled
with pretentious, overused images and puff phrases of unknown meaning. Here are some phrases that are
so common that we barely notice them.
- What Measurements Work Well?
- To manage well, we need to know where we are, where we would like to be, and what we need to do to get
there. Measurement can help us achieve our goals, by telling us where we are and how much progress we're
making. But some things aren't measurable, and some measurement methods yield misleading results. How
can we use measurement effectively?
- How to Foresee the Foreseeable: Preferences
- When people collaborate on complex projects, the most desirable work tends to go to those with highest
status. When people work alone, they tend to spend more time on the parts of the effort they enjoy.
In both cases, preferences rule. Preferences can lead us astray.
Forthcoming issues of Point Lookout
- Coming December 13: Contrary Indicators of Psychological Safety: I
- To take the risks that learning and practicing new ways require, we all need a sense that trial-and-error approaches are safe. Organizations seeking to improve processes would do well to begin by assessing their level of psychological safety. Available here and by RSS on December 13.
- And on December 20: Contrary Indicators of Psychological Safety: II
- When we begin using new tools or processes, we make mistakes. Practice is the cure, but practice can be scary if the grace period for early mistakes is too short. For teams adopting new methods, psychological safety is a fundamental component of success. Available here and by RSS on December 20.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenogMhuqCxAnbfLvzbner@ChacigAthhhYwzZDgxshoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info
- Your stuff is brilliant! Thank you!
- You and Scott Adams both secretly work here, right?
- I really enjoy my weekly newsletters. I appreciate the quick read.
- A sort of Dr. Phil for Management!
- …extremely accurate, inspiring and applicable to day-to-day … invaluable.