Enough With The Lies at Work...

There is no argument that some leaders are better than others. But it's also true that one management style does not fit all employees in every organization. Some prefer an elaboration as to "why" something needs to be done in order to do their jobs better, while others prefer a clear directive and nothing more. Of course, when giving direction to your employees or giving updates or changes to a client, there are several in-betweens when it comes to giving too much information or not giving enough. If you give too much, your true message can get lost in a myriad of technical jargon and non-relevant information. On the other hand, if you’re looking to make a point brief, valuable information can get lost to a client, and your employees might not receive the information they need to get the job done.

Think back to a time when you gave your client too much explanation that ended up generating more questions, or when you tried to over-explain a direction to an employee that ended up opening a Pandora’s box of argument or misinterpretation.

Think back to a time when you oversimplified and understated a problem to a client to avoid questioning or blame and it ended up giving you an even bigger headache in the end; when you asked an employee for an apple but what you really needed was a red delicious apple?

Often times, we avoid these issues with a little tactic used to mitigate potential conflicts: Bulls**t.

It doesn’t always have to be a whopper. In fact, most of the time it’s omission. But, as Captain Picard once wisely said, “A lie of omission is still a lie.”

It’s rampant in the corporate sector, and often used to dodge questions from your employees or dodge blame from your superiors. But in the end, when the cat’s out of the bag eventually, you’re still left with the initial problem. You figure it out eventually, but you’ve lost valuable time that could have been saved by just telling the truth.

Some of the top CEOs, from Jack Welch to Jamie Dimon, don’t tolerate omission for the sake of saving face. You either give it to them straight or get out. It doesn’t help anyone to get misinformation in a critical situation.

Now I’ve had my share of oversharing and under-sharing as a young management professional, but unlike the norm, I always elect to “tell it straight,” even when it means throwing myself under the bus. This has consistently built up my reputation and has saved me in more ways than one. My clients are tough, but fair. They know I will always give them the truth because we are there to elevate their business, not create new problems. My employees know that I will never lie to them because we are there to get things done efficiently, not prolong processes.

We need more honesty at work, and it starts with you:

Top-Down (When Speaking To Direct Reports):

When giving direction, don’t be an authoritarian and don’t pass the buck to “the higherups.” For example, if you’re a restaurant manager and you need an employee to move a product from shelf A to shelf B, nobody would expect you to give your porter a rundown of your whole retail strategy, but it’s also not “because the owner wants it.” Tell them you’ve noticed the product sells better on shelf B and you want to see what happens. Get them on your side and make sure they know that they are helping you do something worthwhile. You need them to help you reach your goal.

When explaining a problem, remember that word travels at light speed (especially in the restaurant industry). If you withhold information from them, they will find out. At that point, you’ll be left with your original problem, and your employees will be behind your back about how you kept them out of the loop to avoid uncomfortable questions. They will be even less willing to help you. When you have a meeting, be clear about the problem, its timeline, its challenges, and solicit help if applicable. Again, make sure they know that you’re in it together and you’re stronger as a team if everyone is on the same page.

Bottom-Up (When Speaking To Management/Clients)

This is where things get interesting, since Bulls**t is as free-flowing as the Hudson in the boardroom. It’s funny to think about the fact that no one ever wants to be the only one in the room to tell your boss or client that you have a problem, so they just lie instead. It’s the classic “Everything’s Great” tactic, where “Everything’s Great” really translates to “Well, year-over-year, our customer base shrank by 5%, but I’m hoping you won’t notice or ask about it until I can work it out later.”

I think people tend to have the illusion that if they have a problem, it means they have no control. But, think about this: everyone in that room has some type of problem, but you will be the only one with enough courage to voice your concern. In the end, you might even encourage others to speak up, leaving the meeting with even more valuable information than you planned on, all while helping others to solve their issues along with your own.

Most importantly though, if you’re going to be honest, don’t be a chicken with its head cut off going in without a plan. The only way to make this work is to go in with a possible solution. It shows you really thought about the issue and you aren’t just trying to get someone else to deal with it for you.

The bottom line is, do what your parents taught you to do as a kid. Be honest, be sincere, and cut the Bulls**t.