Across society and business, we are witnessing an increasing division over what constitutes truth. We continuously see that there isn’t a single collective truth. Rather, what’s right or wrong, good or evil, is often put forth and vigorously promoted by voices on the extremes. This division is compounded by a digital landscape that intensifies ideological extremities and overwhelms centrist views. We unknowingly, or habitually are, unfortunately, gravitating away from nuanced dialogue, nurturing a one-dimensional discourse. As echo chambers abound, it’s up to leaders to bring the full truth back to their organizations or fail to capitalize on their ability to foster unity and acceptance to drive performance.
Most companies, even high-functioning, high-performing ones, operate in the comfortable area of 75 percent to 80 percent of the truth. This is illustrated in board discussions, across all levels of leadership as well as through survey data. It is safer and easier to eliminate controversial or challenging issues, especially societal issues, which creates a truth gap. Think about what discussions people are missing. What disagreements are being shelved. What issues are being covered up. Some of the most complex and complicated issues could be living in this remaining percentage. The gap is often the place of the most contentious disagreement. Yet, it is also the area of disagreement that eliminates conversation and instead furthers a facade of agreement on all the other “important” issues. We experience the truth gap in board discussions about DEI. People have a perspective, but choose not to express it out of fear of being judged or even canceled. We see it in more subtle ways as well with overly politically correct discussions, where neither party is saying what they really mean. This type of discourse produces a short term solution that simply saves the real work for a later date. It is against this backdrop that I emphasize the pivotal importance of what I call “100 percent of the truth, 100 percent of the time” – a guiding principle for nurturing a sense of belonging within organizations. Meaningful change cannot be achieved without the truth. Further, change cannot be lasting without 100 percent of the truth at the table, in the boardrooms or in the offices across business.
Desire for truth
A qualitative analysis conducted through our Institute for Belonging with 1,947 employees showed that people yearn for transparency and communication. We asked employees – what single change would have the greatest positive impact on your organization – and the majority of respondents across years and in both organizations we sampled articulated a desire for truth. This sentiment was consistent across pre- and post-pandemic times, with 25 percent of single change responses emphasizing the need for increased communication in the form of greater transparency, openness, and clarity from leaders. Unfortunately, many organizations operate in a fear-based leadership style, creating environments that deter open dialogue, create distrust, and exacerbate feelings of uncertainty and loneliness. When knowledge is regarded as power, many are unwilling to exchange information, yielding silos and an “us” versus “them” mentality within organizations.
To encourage 100 percent truthfulness in our organizations, we must advocate for open debate, not conformity. A straightforward strategy is the Effective ChallengeTM exercise, where team members are asked for suggestions to improve and evolve. This exercise can be done anonymously via online platforms or it can be done non-anonymously as an exercise during team meetings. This initiative supports the belief that belonging is rooted in truth – an open exchange of ideas, diverse opinions, and leadership that genuinely values these elements. Leaders must promote a culture of introspection and hold others accountable to this task. Demonstrating empathy to change resistance is vital, as is learning from each other without judgment. By fostering these practices, we can carve out open and understanding spaces, fostering a genuine sense of belonging based on the acknowledgment of multiple truths.
Leaders want to evolve and grow with our society, but the far reaches of the extremes distract and dissuade us from the real conversation and understanding required to create community and foster an environment where belonging can emerge and thrive. Belonging requires attention to be given to the middle, understanding the risk of imbalance and disconnection when pulled to satisfy the loudest voices at either extreme. If an effort stays on the fringe or is pushed to polarization, it can be enforced—but rarely adopted. Transformative momentum must engage the “moveable middle”—both the middle in our society and in our companies. Those in the middle thirst for information and understanding, and when both are present, often add critical input to important discussions.
References
Bilotta, I., Furl, B., Sium, L., Morelli, P., & Deutser, B. The Single Most Desired Change in the Workplace: A Comparative Study of Employee Needs Pre- and Post-Pandemic. (unpublished white paper). Deutser Clarity Institute.
