As children, we were afraid to tell the truth when we made a mistake or if something went wrong, for fear of adult disapproval or punishment. Often this grew into defensive behavior, resulting in lying or blaming others for fear of repercussions from our actions.
Unfortunately, these dynamics carried over into the workplace where managers in effect became the authority (parent) figure and the employees continue to be the “children”. Bosses, who referred to employees as “subordinates” in effect, supported this parent-child dynamic.
Workers were expected to take direction, be obedient and not challenge authority. Self-directed behavior and the accountability that goes with it were nonexistent. Making mistakes and errors in judgment had significant consequences, resulting in punishments up to and including loss of job. The defense mechanisms that employees created to protect themselves included avoidance, reflected in a “that’s not my job” attitude, and finding fault with or blaming others to deflect consequences. People became afraid to tell the truth for fear of offending someone or coming into disfavor with those in authority. Needless to say, these avoidence behaviors took their toll on business.
The new workforce, flattened and less hierarchical, has set the stage for a new kind of employee accountability. Now the very behaviors which previously were discouraged are becoming necessities in the competitive global economy. Work cultures that are growing and thriving in this new economy are the ones that encourage risk-taking, teamwork, challenging the status quo and challenging management with alternative ideas. And this turnaround has occurred in a relatively short period. No wonder employees with tenure are leery of new bosses who tell them it’s not only all right to challenge management, it is encouraged. Until they see that their leadership is trustworthy, creating a “safe” environment for individuals, there will be caution.
The new and successful cultures are about mutual trust and respect, and learning together by taking calculated risks and not punishing mistakes. This concept of a learning organization, willing to risk and make mistakes, is still foreign to many employees, particularly those who spent the first 20 or so years of their careers in the old environment. Remember that trust does not happen overnight. It is not enough for a new manager to say “Trust me”. Leaders with wisdom and insight know it takes time to establish real trust and they are willing to put themselves on the lline until the relationship is developed.
Healthy leadership is about expecting the best of others and supporting those efforts. It’s about creating an environment where it is okay to take some risks in order to achieve something better. To accomplish this, truth telling starts at the top. Ego needs to be set aside and a commitment must be made to the mission or vision. Managers need to plant the seeds of trust by acknowledging their own imperfections, errors in judgement and mistakes. It continues with management communicating the truth about what is going on in the organization.
As organizations evolve and become comfortable with openness and truth telling, they will become healthier, more productive and profitable. Truth telling will be a respected and expected behavior. As people become less afraid to make mistakes and utilize them as opportunities to grow, then learning organizations, in their best sense, will emerge and prosper.
