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Lying on the Job: Do edit Master title stylea Click to Your Leaders Create Workplace of Trust or Consequences?

Linda Dulye

Click to edit Master text styles


Second level President and Founder
DulyeThird level &Fourth level Co.
Warwick, NY, USA Fifth level

What Ill Cover Research: Lying in the Workplace Research

Root Causes: Communication Connection Game Plan for Leaders: 4 Steps for Instilling Truth and Trust in the Workplace Next Steps for You: Post-Chicago actions

Dulye & Co. 2012

Dulye & Co. Spectator-Free Workplace


Employee Engagement

2-Way Communications

Pulse Check Measurement

Leadership Development

Dulye & Co. 2012

On-Demand Resources at Dulye.com Case studies Articles Podcasts Polls

Available on demand at dulye.com


Dulye & Co. 2012

Lying in the Workplace

Research Results
Report available: www.dulye.com/quickpoll/LyingReport

Dulye & Co. 2012

Research Approach
1. Introduce in Fox Business column and Dulye & Co. web/blogs

2. Conduct Oct.-Nov. 2011 Online/Anonymous

3. Trend responses from nearly 250 participants. More than 750 comments

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Lying in the Workplace Metrics


Quantitative 3 multiple choice questions (includes 2 comparatives about prevalence and acceptability) 244 responses Qualitative 3 open-ended questions/ 716 responses
What is worst lie that your manager, a direct report or a co-worker could tell you?
236 responses

How do you create a workplace where truth can reign? 242 responses What is the single biggest factor that causes lying in the workplace? 238 responses

Demographics Employer/company, Gender, Age, Location

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Response Breakout
Government

32

Large Business (1,000+) Medium Business (5011,000) Small Business (under 500)

87
22 38 50 15
0 20 40 60 80 100

Male: 38% Female: 60.5% Did not answer: 1.5%

Non-profit Organization

US: 88.7% Non US: 8.9% Did not answer: 2.4%

Other

Total: 244
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Number of Responses by Company

Overall Assessment Results


Note: percentages may not add up to 100% due to rounding.

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Lying in the Workplace: Prevalence on the Rise


Compared to 5 years ago, the prevalence of lying in the workplace has:

Increased

48%

Stayed the same

42%

Decreased

9%

0%
Total: 244
Dulye & Co. 2012

50%

100%

10

Lying in the Workplace: Acceptability Unchanged


Compared to 5 years ago, the acceptability of lying in the workplace has:

Increased

30%

Stayed the same

43%

Decreased

9%

0%
Total: 244
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50%

100%

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Lying in the Workplace: No Gender Influence


Does gender influence lying in the workplace?

Yes

29%

No

71%

0%
Total: 244
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50%

100%

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Demographic Trends

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Demographic Trends: No Significant Differences

Prevalence: Between US and outside US Acceptability Between men/women; US/outside US Gender Between men/women; US/outside US

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Lying in the Workplace: Prevalence of Lying

Response demographics by gender


Females Males 53%

Increased

39%
36% 50% 9% 10% 0%
Females: 150 | Males: 94
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Stayed the same

Decreased

50%

100%

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Lying in the Workplace: Prevalence of Lying

Response demographics by employer


Government Small (under 500) Large (over 1,000) Non-profit Organization
36%

Medium (501-1,000) Other

47% 53%

Increased

47%
47%

60%

41% 45%

Stayed the same


9% 11% 5% 11% 6% 13%

39% 34% 40%

59%

Decreased

0%
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50%

100%
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Lying in the Workplace: Prevalence of Lying

Response demographics by age


21 and under 22-34 35-44 45-54 55-65 65+
50% 41% 43% 49% 55% 33% 49% 43% 36% 43%

Increased

100%

Stayed the same


0% 8% 13% 14% 2% 0% 17%

Decreased

0%

50%

100%
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Dulye & Co. 2012

Lying in the Workplace: Acceptability of Lying

Response demographics by employer


Government Small (under 500) Large (over 1,000) Non-profit Organization
28% 28% 23%

Medium (501-1,000) Other

Increased

47%
47% 41% 46%

60%

Stayed the same


25% 24% 23%

39% 34% 40%

55%

Decreased

11% 6% 13%

0%
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50%

100%
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Lying in the Workplace: Acceptability of Lying

Response demographics by age


21 and under 22-34 35-44
20%

45-54
33%

55-65

65+

Increased

30% 31% 37%

50%

Stayed the same


25%

34% 37%

50% 56% 43%

Decreased

17% 24% 23% 32% 25% 25%

0%

50%

100%
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Dulye & Co. 2012

Lying in the Workplace: Gender Influence

Response demographics by employer


Government Small (under 500) Large (over 1,000) Non-profit Organization
31% 28%

Medium (501-1,000) Other

Yes

77%
21% 34% 40% 69% 71%

No

23% 76% 62% 60%

0%
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50%

100%
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Lying in the Workplace: Gender Influence

Response demographics by age


21 and under 22-34 35-44 45-54 55-65 65+
100% 55%

Yes
0%
0%

23% 23% 18%

44%

No

70% 77% 82% 100%

0%

50%

100%
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Dulye & Co. 2012

Lying in the Workplace: Qualitative Data

What is the single biggest factor that causes lying in the workplace? (238 responses)

50% cited fear


people are afraid of losing their job fear of failure fear of change fear of repercussion fear of getting in trouble

50
Communication Me Culture

Fear

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Responses: Single Biggest Factor that Causes Lying


18% cited poor communication practices inability of a manager to deliver the truthpeople do not know how to effectively communicate change, good or bad leader sugarcoats to avoid confrontation miscommunication about expectations rumors gossipfear of letting out information too soon ramifications for telling the truth 15% were me-based (personal gain, protect my agenda) people are lying to cover up their mistakes people only worry about themselves 15% cited cultural factors dont recognize the value of honesty poor ethics, standards unhappy work environment politics if theres no trust, theres no truthno accountability reward system set on unrealistic goals 2%: Other time managementasked to do more than ever before
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Dulye & Co. 2012

Lying in the Workplace: Qualitative Data

What is the worst lie your manager, a direct report or a co-worker could tell you?
(236 responses)

60% of responses focused on job or career status


your job is safe youre up for promotion you got tenured you are doing great youre my favorite employee
Job/career

60
Company status Team/project

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Responses: Worst Lie That You Could be Told


The remaining 40% of responses were split between team/project status and company performance
Team/project performance a team member lying about an injury to get out of doing work they did something completed a taskbut they did not in fact the clients job is completed, when its not
Company performance the company is doing well when we really arent lying about our organizations financial wellness

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Lying in the Workplace: Qualitative Data

How do you create a workplace where truth can reign? (242 responses)

65% of responses cited better communication


executives must be visible managers who are quick to dispel rumors, gossip and misinformation have an open communication policy encourage all people to speak up

65
Culture Training/other

use straight language


Communication

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Responses: How Do You Create a Workplace of Truth Of the remaining responses:


30% focused on culture
truth begins at the top, require honesty from the top down create an atmosphere where people take a sense of ownership hold people responsible for their actions reward candor culture of collaboration, create a team environment establish consequences for lying

5% cited training/other factors


have a strong ethics program and training have more social gatherings

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Lying in the Workplace: Research Takeaways


Uptick in prevalence over the past five years particularly in ratings of
women, non-profit workers, older workers Non-profit workers see spike in acceptability vs. 5 years ago Workers in medium size businessesplus workers 34 and under cite clear gender influences in lying External and internal forces combine to influence External: Economy and marketplace Internal: Leader/manager communication and behavior; Culture Consequences of lying are serious and costly

Corrective action needs to start with the top and expand to all
Corp Comm and HR have significant influence for raising awareness and supporting corrective actions on this issue
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Lying in the Workplace: Leader Game Plan 1. Need to invest

2. Create an action plan for conversations and connections


3. Develop skills for open dialogue

Build A Workplace of Trust and Truth

4. Demonstrate accountability
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1. Need to Invest

One-way, cascades Lack of regular communication Fear of reprisal for speaking up Poor listening skills
Houston, we have a problem! Find the burning platform!
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Assess Your Workplace


Let data bloom: quantitative & qualitative
- Existing survey - Interviews - Dedicated poll - Focus groups

Be inclusive: Engage all demographic groups


- 360 or 180-degrees - Remote & onsite

Get focused: Use hard data to drive substantive discussions and decisions
- Goals / Priorities - Responsibilities - Unique demographic needs - Budgets

Numbers dont lie.


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Meaningful Metrics: Sample Multiple Choice Questions


Compared to five years ago, the prevalence of lying in our workplace has People feel safe directly communicating their ideas and opinions with: senior leaders, direct manager, co-workers Senior leaders are comfortable listening to feedback that is negative or contrary in tone or context Our company culture promotes honestyrewards honesty Senior leaders are consistent in their messagesin their actions My co-workers are open and receptive to the opinions of others on our team People are open to sharing business information and resources with others People are held accountable for being truthful

Whats aiding or abetting truth in your workplace?


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Tie Assessment Results to Business Performance

Organizational
Trust Teamwork Communication Engagement
Almost 1 out of 2 respondents to Dulye & Co. survey say lying has increased
Serious risk to the bottom line that no business can afford

Operational
Productivity Customer service Quality Turnover Safety
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Relationships
Morale
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Advance the Cause, But Dont Own It!

Elevate truth in the workplace as a business imperative, not functional initiative


Prioritize the human dynamics of communication (people and processes vs. products) of communication the responsibility of every team member.
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2. Action Plan for Conversations and Connections

Dulye & Co. / Fox poll


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Proven Value in Conversations and Connections

For every 1% percent gain in an executives time spent with at least one (company) insider, productivity advances 2.14%.
2011 Harvard Business School research, What Do CEOs Do?

Over 100% ROI

Transparency and presence, not pomp and presentations.


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Case Study: Manager Communication Plan


Senior Leader Practices
Live/Virtual Walkarounds Live/Virtual Town Halls Lessons Learned Sessions Hot topics blog

Middle Manager Practices


Live/Virtual Department Meetings Live/Virtual Staff Meetings Casual Conversations Walkarounds
Consistent rhythm Formal & informal Clear requirements Measurable outcomes
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Front-line Supervisor Practices


Live/Virtual Team Huddles One-on-One Conversations Walkarounds
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Case Study: Executive Walkaround Plan


Division President, Direct Reports, Next Level27 leaders!
Requirements and Outcomes Support Tool: Facility Map with Zones Support Tool: Feedback Log

Support Tool: Quality Check

Support Tool : Employee liaisons


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Case Study: Walkaround Impact


After 1st year of program: 90% executive engagement Operating income improvement of 16% 19% reduction in labor hours Reduction in error rate of 400% $1 million in cost savings/year from employee ideas >60% increase in trust Success factors: unscriptedreal speak shared ownershipno spectators, specific roles clear purpose and outcomes respectful of time and budgets Direct accessultra approachability
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3. Develop Skills for Open Dialogue

Being open, honest and truthful with feedback earns greater trust. One misstep and it all goes downhill.Dulye survey
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Combat Cascades: Make 2-Way Standard Practice


Employee Poll: How often do senior leaders in your business group or function directly ask employees for feedback?

Never

13%

Sometimes

50%

Often

23%

Always Dulye & Co. research 0%

13% 25% 50%

Use data to surface the need to improve practices and personal skills.
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Combat Fear: Make it Safe to Speak Up


Employee Poll: When it comes to listening to feedback that is considered negative or contrary in tone or content, how comfortable are:
Very Uncomfortable Somewhat Uncomfortable Somewhat Comfortable Very Comfortable

Managers / Supervisors

15%

50%

20%

15%

Dulye & Co. research

0%

25%

50%

75%

100%

Use data to define training curriculum and content.


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Case Study: Establish Clear, Core Skills Requirements for effective conversation and connections
Facilitate open, direct conversations in person or virtually within and between work groups Reinforce and relate key messages Provide context for change and decisions straight talk, no sugar Demonstrate interest and ask for feedback Actively listen to and learn from the different views and voices of the workforce Provide timely response and follow-up to direct feedback Model the message: words + actions Be present, approachable, authentic and transparent Encourage and show appreciation for candor

Training Tactic: Engage employee action team to partner with senior leaders to define requirements.
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Case Study: Train Managers to Unplug


5%

Face-to-Face

25%

35%

Voice-to-Voice
Email/IM/Social media Other

35%

Training Tactic: Build face-time and phone time in schedules. i.e., E-free Fridays.
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Case Study: Unsweetened Message Tool


Example Communication Packet

Help managers tell it like it is openly discuss tough messages rather than hide behind PowerPoint charts.

LMSSC Process Excellence Manager Communication Packet Messages for (DATE)

On-line, On-Demand Portal Access

PE Team Messages 1. Mandatory Actions and requirement reductions vs. document count: The real story

Weve been focusing on Mandatory Actions and requirement reduction as our simplification approach, not document count. However, there is a rumor that our overall document count has gone up. After the puts and takes, the net is a 10% reduction (116) in document count at this time. I caution that when you hear rumors of this sort, challenge for the facts.

2. Strategic Review Board (SRB) making key contributions


The Strategic Review Board (SRB) is working with the infrastructure design team in an advisory capacity to ensure proper preliminary design production.
Their extra time and effort is appreciated. The SRB is also acting in an advisory role for the design team indicating that the design effort is struggling.

3. Help is still available

No sugar!
Truth is not always easy to hear, but easier to deal with when openly discussed.
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Our teams are committed to meeting the target date, however, many of them will struggle to make it. Please keep your ear to the ground and let us know what groups need help. Well move quickly to provide the resources they need.

Space Systems Messages: ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________

My Teams Messages: ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________

After your team meeting, complete the PE Manager online Pulse Check Heres what to do:

Contents: Key messages Talking points Probing questions Feedback loop

Go to this special, private URL as soon as possible after you conduct your huddle:

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Emphasize Most Sought Skill

Employee Poll: What listening skills matter most?


Someone who follows up with questions Someone who doesn't interrupt Someone who maintains eye contact Other
Dulye & Co./ Fox Poll May 2012

47%

34%

16%

3% 0% 50% 100%

Overlooked by most training curriculums.


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Case Study: Inquiry and Interest Training


Open-ended Solicit other views Prompt more than yes or no Invite unfiltered feedback Promote open-mindedness How do you think the new ethics program will affect your job? Closed-ended Often used to validate ones own view Trigger succinct, specific responses Wrap up discussion or quickly calibrate

I think we did a great job introducing the new ethics program, wouldnt you agree?

Training Tactic: Track current questioning techniques set a goal to double open-ended questions.
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Case Study: Open Dialogue Tool Whats going well? Whats not going well?

Questions/Ideas/ Concerns

What help do I need?

Training Tactic: Stop the pass plea in team meetings. Engage team members to voice good and bad news!
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Case Study: Recognize Employees Who Speak Up Personalized Instant Message pop-ups

Personalized Handwritten notes


Eliminate cost as a barrier to saying thanks!
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4. Demonstrate Accountability
Say-Do. Keep commitments. Actually do what you say you will do. Dulye poll response

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Walk the Talk! Ensure Convincing Follow-Through



Shift paradigm: poll not survey Use outcomes to determine key metrics Create polling questions, tool and process Assign roles and responsibilities for measuring, evaluating, reporting Create a formal schedule (polling and reporting) Establish a visual reporting tool and visible reporting process Report results upward and lateral Recognize whats going well, whats not Set action plans for confronting problems and improving
Polling should engage, measure effectiveness and drive consistent accountability.

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Use Tactics that Engage People and Their Feedback

Action Team Canvassers

Electronic media

White board

Multiple platforms for mining quantitative and qualitative data


Team meeting

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Case Study: Poll & PostNumbers Dont Lie

Poll How comfortable are people speaking up with feedback that is negative or contrary in tone or content?
Very comfortable Somewhat comfortable Somewhat uncomfortable Very uncomfortable

Quantitative Tracking
Leverage the speed and transparency of online portals

Post

Demonstrate truth. Share resultsquickly and openly.

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Case Study: Unvarnished, Balanced Assessment


Qualitative Tracking: Integrate instantly into intact team meetings. Not So Good Good
Manager makes time to talk directly with team about reorganization Employees comfort in asking tough questions Follow-up on questionstakes too long to get answers, too many rumors taking over

Lessons Learned
Informal huddles are more effective than sit down, formal team meetings. People more comfortable speaking up.

Corrective Actions
Team rep. to canvas top 3 rumors of the week and review with manager Manager to address them at team huddle

Scratch beneath the hard datauncover root causes and lessons learned from collective perspectives.
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Case Study: Comparative Tracking: Dashboard


Consequences for no accountability: The whole company is watching! Week 1 Week 3 Walk the Talk! Walkaround Performance
Mary Barron Tom Miller Marion Spencer Michael Phillips Chris Arielini Chip Copeland John Bulson Catherine Potter Lester Nakasian Aaron Steiger Red = Incomplete
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Yellow = Late complete

Green = Complete

Week 4
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Week 2

Next Steps for You: Action Plan for Communicators


1. Share what youve learned at this conference
2. Partner with a line of business and functional leaders 3. Pilot the 4-Step Leader Game Plan
Need to invest Create an action plan for conversations and connections Develop skills for open dialogue Demonstrate accountability

4. Measure effectiveness and impact 5. Expand


Dont go solo! Design your Corp Comm strategic plan to facilitate success by engaging leaders, managers, associates.
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Thanks for Your Time.


Lying in the Workplace Research Report available: www.dulye.com/quickpoll/LyingReport

Coming this fall from Dulye & Co.


Engage Employees to Give Their Best: A Practical Handbook for Todays Managers

Linda Dulye, President, Dulye & Co. ldulye@dulye.com 845 988 5855 twitter.com/dulye
The entire contents of the presentation are proprietary to Dulye & Co. This material may be not be copied or reproduced for any purpose. Any reproduction or disclosure requires the prior consent of Dulye & Co. For more information, please contact Roger Gibboni, Business Manager, at 845-987-7744 or rgibboni@dulye.com.