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A Wall Street Journal article (January 27, 2004), "In 2 Trials, Decoding CEO-Talk," points out that the words of the former CEOs of WorldCom and HealthSouth may determine their legal fate. When WorldCom's ex-CEO Bernie Ebbers told his subordinates that "We have to hit the numbers", what did he mean? Did he mean for his subordinates to commit fraud or did he mean the company had to improve its performance? Did his subordinates "push back"; and ask for clarification or did they assume these were code words to cook the books? In a trial, it becomes "he said, she said"; unless they can produce a tape, memos or email. This is a good example that shows just how important conversation patterns are to the way we work together.
Fortunately, most of us do not encounter the major challenges presented in the WorldCom and HealthSouth examples. However, we regularly face situations where there is uncertainty about the intent of a conversation or directives. In our work with clients, we are continually asked, "how do I find the courage to speak up, to disagree, to push back?" They are not asking about whistle-blowing courage, but the courage to disagree with a superior. We offer the following points as a template:
1. What is your motivation/intention? Is this about you or some personal gain or is this about the organization? How will you gain if you speak up vs. how will the organization gain? If it's about you, think for another day on why this would benefit the organization.
2. What are the risks if you speak up? So many people think they will be fired if they speak up on a controversial subject. Yes it happens but it is rare. You may be labeled 'disloyal'; but you may also be seen as courageous. Many times, the view will be colored by point number one: who gains by you speaking up?
3. What are the risks if you don't speak up? Potential for fraud? Possible loss of life? Jail time? Loss of a night's sleep? Review this question from your personal point of view and the organization's point of view.
4. When is the best time to communicate? If in a group that is open, seeks all opinions, etc., then express your thoughts in the meeting. If the person leading the meeting (or your boss, etc.) does not like different views, or would lose face by your comments, etc., then a one-on-one conversation (away from the group) may be the best option.
5. What is the best way to communicate? If you decide that your intention is not personal gain, and you think the risks are high if you don't speak up, by all means push back. Prepare your remarks in terms of the business objectives. Say something like, "Can you be more specific what you mean by that?" "Can we revisit this topic through a fresh perspective? What if the Wall Street Journal was doing an article on us, how would they write about this issue? Or how would our customers see this issue?" Perhaps enlisting the aid of a co-worker who has a good relationship with the boss, but also is sympathetic to your views, would also help.
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