“Should I tell the boss what they WANT to hear or what they NEED to hear?”
By: Kristen Sadler
Tags: Workplace, Office Politics, Work, Truth, Professional Development

“Should I tell the boss what they WANT to hear or what they NEED to hear?”

Sparking a culture of speaking truth to power at work.

Photo by Volodymyr Hryshchenko on Unsplash

Sometimes it’s just easier to ‘keep the boss happy’ by only giving information they want to hear.

I’ve certainly done it. By avoiding specific details, we both got what we wanted: minimal discussion and no conflict. I convinced myself that the consequences were insignificant. I always felt a nagging doubt though. Had I acted with integrity by not sharing what I knew my supervisor needed to hear — the truth?

Even though it can be a rockier path, speaking truth to power at work leads to sustainable outcomes, strengthens professional relationships, is a greater service to the organisation, fulfils one’s professional responsibilities and improves workplace culture.

The concept is simple: share and be open to truth.

In reality we have colleagues with contrasting views and habits, deadlines, limited resources, known and unconscious biases, and sometimes a blurry line between truth and untruth.

If we have the fundamental aspiration, we can spark a culture of speaking truth to power at work.

Spark 1. Tell the truth.

Even the most reasonable supervisors can set unrealistic goals. They may not know your other commitments, that team members are on leave, or resources aren’t available to deliver an optimal result. After careful thought you conclude there will be problems if the supervisor’s directions are unconditionally accepted.

Rather than a confident ‘yes boss’ and anxiously hoping for a result while expecting failure, the alternative is to speak the truth. Concisely present them with options and expected outcomes along with your recommendations. For example, delivering by the deadline with current resources will result in 50% quality; extending for two weeks will enable full team strength and 100% quality; or adding temporary resources will ensure 100% quality by the deadline, which you recommend.

You raise awareness and support informed decision-making with minimal disruption. A competent supervisor will be open to the conversation and capable of rational thought to reach the best outcome.

Secondly, after receiving directions it’s good practice to identify any potential negative consequences. Parameters beyond your control could cause issues down the track. Use your expert judgement to determine what your supervisor needs to know. Perhaps you foresee a problem which your supervisor has not spotted. By highlighting it at the outset, with suggested remedies, you provide opportunity for your supervisor to be cognisant of risks and adjust the plan if necessary. Together you can avoid a crisis — one that you would most likely have to manage even if due to supervisory oversight. The bottom line: if you foresee a significant problem, share it along with your proposed solutions.

Spark 2. It’s your responsibility.

Presenting truth to superiors is easier than trying to predict what information fits their narrative. More importantly, you have a responsibility to the organisation and yourself to report truth. When your reporting focuses on your supervisor’s narrative you might inadvertently neglect a broader departmental or organisational value or strategy. Furthermore, your supervisor’s narrative can markedly differ from other superiors leaving you exposed to reputational risk. Partial reporting could be viewed as indicative of your professional standards. You might do your boss a favour by presenting information they want, but there’s a chance of harming your own credibility and professional progression.

Speaking truth to power is a responsibility to yourself, your colleagues and your employer.

Spark 3. Knowing when conduct is detrimental.

Ideally, your supervisor expects truth. You can report with the assurance they will listen and address the information — and you — in a rational manner.

However, if any of the following statements resonate, it may be time to tackle your supervisor’s conduct. If they aren’t open to accepting whole truth your work is impacted.

My supervisor expects only information that fits their narrative.

I prepare information my supervisor wants, rather than what I know they need.

I choose information that will minimise negative emotions in my supervisor.

When I present information that doesn’t fit their narrative I must prepare for my supervisor’s emotions.

I will experience retribution or other negative consequences if I present information that doesn’t fit my supervisor’s narrative.

My supervisor prohibits me from communicating with peers or superiors (out of concern for truth sharing, not confidentiality).

The above points apply to any colleagues. If you cherry-pick what you share with certain peers, it may be time to address their conduct.

Spark 4. How to break the cycle.

Colleagues who don’t appreciate whole truth have an interesting ability to move up the hierarchy. On closer inspection we see that they tend to find and stick with people who enable their conduct. For example, they might insist on taking enablers with them from job to job, such as a supporting manager. They create a micro-culture. When we enable and indirectly support their progression into leadership they can influence the broader workplace culture. New hires observe existing practices and quickly learn that it’s expected and acceptable to edit information and not speak truth to power.

Perhaps you have learnt how to handle a boss who doesn’t appreciate whole truth. You can usually choose the right information to keep them happy, making your day less problematic. This is an understandable tactic which I have subscribed to; it can be easier to tolerate rather than confront, particularly if you are junior or new. I urge you to reflect on whether you are promoting a healthy working environment. Is there merit in indulging one person ahead of responsibilities to yourself, colleagues, and the organisation?

Confronting a superior about their working style requires courage and sensitivity. I encourage personal intervention only if there is a high chance the individual will be open to feedback and if there is no concern about retribution.

Within your organisation there should be a confidential channel for feedback about employee conduct. Hopefully when the appropriate people are notified, they value workplace culture and truth and relevant steps are taken. The employee could be made aware of the impact of their conduct, counselled, participate in skills training, and/or be placed in a position better suited to their abilities.

If the process is substandard this might indicate a lack of emphasis the employer places on such matters. You may then wish to assess your future with that organisation.

Spark 5. Be open to the truth.

Are you open to receiving truth from colleagues? In a recent Gallup article Jane Smith suggested that if, as a leader, you can’t remember the last time someone who’s not your superior challenged you at work, you may subconsciously be surrounding yourself with ‘yes-people’ — colleagues reluctant or afraid to speak up.

We can all benefit from a self-check to make sure we are open to truth. Jane offers some practical ways to start leading by example and creating an environment for speaking truth to power.

Collecting feedback from colleagues can be helpful. A few months ago, a friend was surprised during a 360-degree feedback exercise. Her team commented on her desire to only hear good news and that they deliberately excluded her from discussions about impending issues. My friend considered herself to be open and welcoming and praised the team for their consistent productivity. Her perception was very different from their reality.

Fortunately, we can learn how to receive truth and put the lessons into action every day. My friend used the opportunity to reflect on her working style and better align intent with impact.

Spark 6. We can.

Regardless of position, function, grade or industry, we can all practice and promote speaking truth to power at work. We can have the courage and judgement to provide truth to superiors, peers and juniors in a timely and appropriate manner. We can learn how to receive truth from colleagues. We can be mindful of the impact our words and conduct have on others. We can be patient to support colleagues as they unlearn old habits.

Speaking truth to power works. That’s the truth.

Kristen Sadler is an independent advisor, speaker and author. She combines a scientific approach with leadership experience and a multi-local perspective to explore the interfaces of emerging tech, exponential thinking, knowledge, truth and potential futures. kristensadler.com