Are You Getting the Real Truth from Your Employees?
We know that lying is a part of life. All of us have told the occasional white lie, even at work. But when it comes to managing a business how often are your employees lying and more importantly, why are they bending the truth?
First, let’s take a look at how often employees lie. Harvard Business Review says that according to research “20% of people tell 80% of the lies, and 80% of people account for the remaining 20%.” So, the good news is that most of your employees are probably not lying; at least not very often.
Let’s get to the bottom of why employees lie. The 20% telling most of the lies often don’t see anything wrong with their deceit. Normally, things are going well for our deceitful employees when they lie and they “…do it when they are feeling good or in control of things – because they get a kick out of it.” Our frequent liars are also more likely to admit their deceitful ways if confronted.
But what about the majority of employees who make up the remaining 20%? Frequently their lies stem from stress, poor work/life balance, pressure to fit in with peers, or a lack of timely opportunities to tell the truth.
If we are able to acknowledge that our employees are going to tell lies (as are we) the next question is how to eliminate, or at least minimize harm. As we know, not all lies are negatively affecting business. If two employees don’t care for each other but claim to ‘like one another’ and cooperate, well, what’s the problem?
If you suspect you aren’t getting the truth slow down and take a closer look at the situation. Are you being honest with employees? Do employees have frequent opportunities to offer the truth and do leaders value that feedback? Are transparency and feedback a regular part of the day-to-day operation?
Feedback is essential to creating highly effective teams and thriving companies. But how can you ensure you are getting truthful, constructive feedback from your employees?
The simple answer is to just ask them. From using Survey Monkey to utilizing regular check-ins to hear how things are going, there are many ways companies solicit feedback
Additionally, you need to determine how much feedback you want. There is quite a spectrum of feedback out there. We’ve all likely been solicited for feedback by our leadership only to have it fall on deaf ears as more of a formality. Additionally, we’ve all probably been asked to provide feedback only to be met by a staunch defense that leaves us feeling, somehow, in the wrong for doing what we were asked to do.
“One of the biggest tragedies of mankind is people holding their opinions in their heads… they’re not dealing with the things they need to deal with,” Ray Dalio, Founder and CIO of Bridgewater Associates, told Adam Grant on his podcast Work Life.
Bridgewater is one of the biggest hedge fund firms in the world. Its culture is founded on something Dalio calls “radical transparency,” where all employees, from top to bottom, put “every criticism, every opinion, out in the open.” The newest, lowest ranking employee is encouraged to provide feedback as high up as the CEO.
So, is radical transparency right for your company? Probably not to the extent Bridgewater takes it. But according to Grant “… if we want to get better at something, we should go and learn from the extreme.”
At the end of the day, employees lie for a variety of reasons. It is not our responsibility as leaders in the organization to discover the origin of each lie and punish the instigator.
Instead, we can take a closer look at ourselves as leaders and our organizational culture. This can help us to discover the optimal level of transparency that motivates our teams to be more truthful and productive.