Building a Culture of Truth
The tragedy of being conflict averse is that you ultimately experience more conflict.
As Ed Catmull (from Pixar) once put it…
“If there’s more truth in hallways than in meetings, you have a problem.”
Going further, if you can’t even talk about something in the hallways, you have a bigger problem.
Put simply, organizations are often defined by the conversations they can and can’t have.
This reality is the prompt for one of the more unusual coaching questions we like to use: Is the truth where it needs to be?
We often use this question when clients are faced with situations where information isn’t flowing and trust has broken down. These situations can leave people feeling stuck and uncertain.
Our experience is that, as long as enough people know what’s actually going on, something will happen and the world will move forward. The outcome might not be what someone had hoped for, but the logjam will be broken. With forward motion comes at least the possibility of change.
But change can be scary. It is also a very human instinct to hide unpleasant or unpopular information in order to prevent conflict. However, this instinct ignores a truth we come back to again and again in our coaching…
The tragedy of being conflict averse is that you ultimately experience more conflict.
With that in mind, here are 5 strategies for building workplaces that put the truth front and center…
Building a Culture of Truth
1. Shared Challenges:
Create teams with a strong sense of shared ownership. These teams view problems as collective challenges, not individual burdens. Shared accountability fosters a positive pressure to surface issues and ensures everyone is on the same page.
2. Transparency in Communication:
Communicate in clear, accessible ways. Assume what you learn is valuable and share it openly through different channels like forums, documents, or team discussions. This creates a visible trail of information, making it easier to identify gaps.
3. Direct Feedback:
Never accept indirect feedback. It allows rumors and negativity to fester. Encourage direct, respectful communication so everyone has a chance to address concerns. However, acknowledge situations where safety might prevent direct feedback.
4. Blameless Retrospectives:
Embrace blameless retrospectives. We all make mistakes. The goal is to build systems that support learning from them, not punish individuals. When teammates focus on solutions rather than assigning blame, everyone feels more comfortable raising flags when issues arise.
5. State the Obvious:
Don’t assume everyone sees what you see. Misunderstandings happen. Make sure crucial information is explicitly stated and openly discussed during meetings.
