Confronting Candor

Jack Welch wrote a book awhile back called Winning.  Whenever I read a business book, I’m always very happy if I get one new thought that has the power to change how I think or do things.  I’m pleased to report that, just as he delivered during his tenure at the helm of GE, Jack delivered in this book.

To me, Chapter 2 alone made the cost of the book worthwhile.  That chapter outlines the value of candor.  In it, Welch points out that when we are not candid, we hurt ourselves, our organization and the potential growth of others.  Often in business, people avoid being candid.  We don’t want to express how we really feel or what we are thinking because we are so worried about what the counter-party might feel or think in response.    Basically, all this lack of candor becomes a horrible form of lack of communication.   Nobody is saying anything that is necessary to get to the point or issue at hand.  This is hardly a way to progress or improve.

As Mr. Welch points out, candor is a rarity.  “What a huge problem that is,” he writes.  “Lack of candor basically blocks smart ideas, fast action, and good people from contributing all the stuff they’ve got.  It’s a killer.”  Candor, he points out, makes everything operate faster and better.

Holey moley, do I agree.  I’d rather have a conversation with a client, employee, husband or child that gets to the point!  Maybe I’m just not that smart, but when someone starts beating around the proverbial bush, I get confused fast!  I don’t think I’m the only one who feels this way, either. 

When someone is not being candid, we all know it.  The problem is, with a lack of candor, we don’t know what they are trying to tell us they want or express.  And herein, unintentionally, we are setting the perfect foundation for assumptions to be made.  And I’m sure you’ve all seen the breakdown of what happens when we assume…as in, we make an ass-out of u and me.

People are reluctant to be candid or frank in their opinions, concerns, thoughts, and ideas because they are afraid.  They think they better sugarcoat the news, avoid conflict, and keep the information to themselves—all of which are potentially damaging. 

Let’s look at why we need and want candor:

• It initiates a conversation.  Ideas surface, get discussed, pulled apart and improved.  Everyone opens up instead of shuts down.  Everyone can learn.
• It generates speed.  It’s the “in your face” approach to getting the debate on the table rapidly.  Welch argues that this “isn’t an advantage—it’s a necessity.”  Somebody somewhere is being candid and they are hoping to eat your lunch.
• It cuts costs.  Although maybe you can’t put a number on its exact value, think about how candor would eliminate meaningless conversations and b.s. reports that only confirm what everyone knew anyway. 
   

So what gives?  Would it hurt to be more candid?
No.  Not if done respectfully.  The problem is that we are “socialized from childhood to soften bad news or make nice about awkward subjects.”  So candor unnerves people.  

We have always run The Investor Relations Group on two founding rules:  Ask Questions and No Attitudes.  Unknowingly, they both are actually perfect for nurturing candor in our office.

If people are comfortable with asking whatever they need to ask, you can find out what they don’t know or understand—usually before it becomes a costly error.

If people know that “attitude” isn’t allowed, they are more likely to ask a question, express an idea or share a concern.

The combination of these founding principles has served us well, and I think our staff knows that we are each individually valued for the experience, knowledge and thinking we bring to the company daily.  

To increase candor within your organization, it must begin with the top brass getting comfortable with the idea.  This may include sucking it up and listening to some things that may or may not thrill you.  We call it “putting on your coat of armor.”  

Anything respectfully expressed is ok and welcomed.  Candor isn’t simply a ranting of what is wrong.  Our policy is “Don’t just tell me what’s wrong.  Can you please include your suggestion(s) with your critique?”  Then we listen.  

Know that emotions can run high when candor is first introduced.  They key is to keep it calm, clear and focused.  Reward candor, praise it and truly admire it.  Demonstrate it in kind and direct ways yourself.  Your organization will be better for it.  So will your client relationships.