Page 36 - The Voice of Authority

lie to a strategic partner
about the percentage on During times of univer-
commissions other part- sal deceit, telling the
ners receive. You see your truth becomes a revolu-
client attend an industry tionary act.
conference paid for by his —George Orwell
employer, skip out of all the
sessions to play golf with an
old friend, and call the home office about how light the
traffic has been “on the trade show floor” all day. You know
your boss caused a major foul-up that delayed a project—
yet on the monthly report to the vice president, she chalks
up the delay to “supplier problems.”
Off-stage lying—even when you’re not the victim—
causes questions about other things you hear.
Customer promises that don’t pan out, individual in-
sincerity, management clichés that don’t ring true, off-
stage lying—these obstacles make it tough to build trust.
Is it any wonder that people trust the Internet for their in-
formation more often than their leaders?

The Cure

Tell the Truth: It’s the Cover-Up, Not the
Foul-Up, That’s the Screw-Up in the End

Ask Richard Nixon, Bill Clinton, Martha Stewart, Pete
Rose, Andrew Fastou, Jack Abramoff. Tell it like it is.
When you’re wrong, say so. When you make a mistake,
step up to the plate. When you miss a deadline, own up.
When you make a lousy decision, don’t hide behind a
committee, board, or team. When the outcome is disap-
pointing, say so.
Nothing makes people believe you when you’re right

24 The Voice of Authority