Innovations Series: Brutal Honesty
In this new chapter of our Innovation Series, LeBaron Meyers discusses the importance for all entrepreneurs to exercise “brutal honesty”. Written by LeBaron Meyers.
Brutal Honesty
It may not immediately sound innovative. But how many people are practicing this on a normal basis at work? Not enough. And to the detriment of all.
The most brutally honest opinions and feedback are rarely heard by the person who needs it most. Instead, people share those nuggets with their partner, another colleague, maybe even social media or Glassdoor. They give their unfiltered most laser focused critique to people who can do very little if anything with it, and then deliver a watered down, less direct version to the owner of the project/idea/team.
This obviously isn't the case for all. Some individuals have gotten to a point in their career where they know that brutal honesty is their role and expectation, and they give it freely and unabashedly. And for those people, I'd then ask whether they are getting that same candor in return... likely not often, as acquiescence to the deemed thought leader is another form of the same problem.
The reasons for this phenomenon of holding back or sugar-coating to some degree are many - hierarchy, culture, upbringing, fear, good intention and more. To list them all and dive into each could be an article in itself, but let's focus instead on the detriment and corrective action needed.
The detriment can be great and almost immeasurable. This pattern of withholding or softening is the opposite of efficiency by slowing progress, growth, potential course correction and overall effectiveness. It can impede and even prevent companies from reaching their pinnacle solutions and greatest innovations by not challenging and refining what is in order to get to what could be.
Yet, so many people default to this tendency knowingly or unknowingly. Therefore, regardless of the reason, it's important to create conscious environments and exercises to elicit the radical candidness needed to optimize the best input from every individual in an organization.
How
First, they have to truly believe that you want to hear it from them straight. And second, they need to consciously turn off their filter.
This can be done by establishing a time and place when this is the explicit request and expectation. While candid conversations should be part of the organization's cultural norm on an ongoing basis, it's important for those in management positions to set up specific situations where this practice of brutal honesty occurs regularly. One of the easiest and most powerful ways to do this is to set aside a portion of 1-on-1 meetings with direct reports wherein you literally say: "Ok, filters off, sensitivity meters lowered, give it to me straight— any feedback, opinions, questions, criticisms. What are you telling your best friend over a drink after a frustrating day at work that you should be telling me? Word for word." And make it a two-way street by asking if they're ready and wanting the same in return (ideally this is a question during the interview process to establish this style of communication from the start).
In short, get real. Earlier. And more often. With (almost) everyone (almost) always. Employees, prospective employees, clients, prospective clients, partners, prospective partners. It sets a precedent and culture of efficiency and trust. Not doing so creates the opposite, eats up precious energy, time and sometimes worse. Having difficult conversations is usually better than avoiding difficult conversations. And the more often it's done, the less difficult it becomes. It's in service to each individual, the team and the company.
LeBaron Meyers
President & Chief Business Officer at NotMe Solutions, Santa Cruz Works C-Level Leader