May 2, 2011

Meaning: It’s an irony of leadership: the higher you go on the leadership ladder, the more difficult it can be to know or discern the whole truth about what is happening in the organization. I recall vividly a conversation with a COO who said, “A month ago it was announced I would be the next CEO, and the next day, people were already treating me differently.” He went on to say how aware he was that others were “managing” him. People were being careful about what they told him. It is not that he suspected colleagues of lying to him, it was his awareness that they would decide how much to tell him and when. He was concerned about the “shadings” of truth that occur in the workplace each day. Would people agree with him because of his role? Would they tell him his ideas were off base? Might they dismiss or withhold vital information to get along or get ahead? Whether your organization is small or large and whether you are the CEO or the head of a function, the same dynamic exists – people will at times relate to you, based on your role. By being aware of it, you can develop mechanisms for encouraging and discerning the truth. Even more starkly, answer this question for yourself: “Who do I have who will tell me the truth?"     
  
Idea for Action: Understand that organizational truth-telling is both a cultural and individual dynamic. We make individual decisions about the information we opt to share (or not); however, our roots and workplace environment can also affect our truth-telling orientation. Were you raised to try not to hurt someone’s feelings? Are you reluctant to be completely candid, out of concern for others’ sentiments? Do you give too much power away to those in authority? Do you work in an environment where discrepant opinions are squashed? Do you ever opt out of speaking up out of concern for your job security and career?
 
Truth-telling is a two-way street. Start by examining your own transparency: are you as candid with colleagues as you can or could be, in order to provide them with the best opportunities for success? On the receiving end, are you open to all kinds of information, to ensure it’s readily shared with you? Do you make it easy for others to bring anything and everything to you?
 
Work hard to identify and break down barriers to truth-telling within your organization. Recognize that your role itself (not just how you behave) can cause others to be reluctant to give you information. It’s partly your job to help them be comfortable with you. Get out of your cubicle or closed-door office, engage in genuine conversations with individuals at all levels of the organization, show that you are interested in what they think, truly listen and don’t shut down information that you would rather not hear. When someone brings you something you don’t want to hear, be open and non-judgmental. Encourage candor: “I need to hear your honest opinion on this, and I will do the same.” “What else are people saying in the organization that I need to hear or know?”
 
By finding ways for your colleagues to speak the truth, you provide one of the greatest gifts of all in the workplace: an environment where people express their honest sentiments – and are championed for doing so.

Best regards,
Sandra Davis, CEO