Honesty is facing a dilemma. Can you help? First, let’s set the scene… it’s 1998, Google is born. What an amazing invention, a place where information can be easily accessed at the click of a button. Imagine that? Knowledge that isn’t limited to academics, but rather is available to the masses. Great, right? Well fast forward 25 years, a global pandemic and a few developments in AI technology later and we’ve reached 2024: a post-truth society. We live in a world where truth is whatever you want it to be, rather than what it objectively is. This begs the question, can everything be subjective? Have we lost what it means to have integrity?
Disclaimer: Modern technology can be a great tool to utilise in everyday life and business. This post is merely highlighting the changes in how we interact with each other, and a call for more awareness in our communication.
So how does this post-truth world impact businesses and organisations?
Well, we’re seeing a major failure in people and teams having integrity. The dilemma is that the digital age makes it so easy to connect and share your thoughts, you can quite literally communicate with someone on the other side of the world at any given moment – it’s very efficient, yet the quality of our communication has decreased.
We explored this topic in the latest episode of The Point in Leadership podcast where Mike was joined by fellow trainer and consultant, Jono Oswin. They discussed the fact that in this digital age honesty may have become counterintuitive. It’s quite a breakthrough topic that’s worth discussing, and thinking about in relation to workplace culture.
Have a listen
Exploring honesty as being counterintuitive:
When considering the concept of a lack of honesty within organisations one key factor emerges: the instinct for self-preservation. In an era where social media allows us to create and control our online personas, authenticity often takes a backseat. The reluctance to speak up or share candid feedback stems from a desire to maintain control over our social image.
Fear of deviating from the status quo and potential backlash from peers stifles genuine communication. This fear of vulnerability inhibits meaningful conversation and fosters a culture of compliance and mediocrity. Are we too afraid to rock the boat? Something that is of great interest to us is this fear of speaking up. It is a form of dishonesty, and a lack of integrity in and of itself. But where does it come from?
Root Causes of Fear of Speaking Up: The fear of speaking up often stems from various sources, including a fear of rejection, criticism, or retaliation. Individuals may worry about damaging their relationships with colleagues or superiors, jeopardising their career prospects, or facing social ostracism within the organisation. This fear can be exacerbated by a perceived lack of psychological safety, where individuals feel that their opinions will not be valued or respected.
Absence of Trust – The 5 Dysfunctions of a Team
When people fear speaking up there are greater organisational consequences that need to be accounted for. Patrick Lencioni created a model for teams called The 5 Dysfunctions. He highlights 5 behaviours that lead to team success, and when teams don’t have adequate levels of these crucial behaviours then they become factors in the teams dysfunction.
At the foundation of effective teamwork lies trust—a cornerstone upon which relationships are built and collaboration thrives. Trust is the glue that holds teams together, fostering open communication, mutual respect, and a sense of shared purpose. However, when trust erodes, it can lead to significant challenges and obstacles within teams. This is something demonstrated in The 5 Dysfunctions of a Team.
The breakdown of trust within teams often stems from dishonesty and a lack of credibility among team members. Dishonesty can take many forms, including withholding information, misrepresenting facts, or failing to fulfill commitments. When individuals within a team engage in deceptive or untrustworthy behaviour, it undermines the integrity of the entire group.
Moreover, dishonesty breeds a lack of credibility among team members. When individuals consistently demonstrate a disregard for the truth or ethical behaviour, their reliability and competence come into question. Other team members may become hesitant to rely on or collaborate with these individuals, fearing that their actions may compromise the team’s success or integrity.
The consequences of a breakdown in trust extend far beyond interpersonal dynamics. In addition to impairing teamwork and collaboration, a lack of trust can also hinder decision-making processes and stifle innovation. When team members do not trust one another, they may be reluctant to share ideas, provide feedback, or take risks, which results in missed opportunities for growth and improvement.
How can you help the honesty dilemma?
So, in a world where honesty has become counterintuitive, it is our responsibility as leaders to make honesty our brand:
- Speak up and encourage others to do so to
- Ask questions, have the conversations even when they’re difficult
- Share ideas and thoughts
- Be honest about statistics, progress, and performance
- Create an environment of learning and development over shame and blame
- Be authentic
- Give and take genuine feedback
Set the standard for honesty and transparency, whether you work in-person or remotely. It is crucial for the success of our organisations.
