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Be A Truth Teller: How To Tell The Truth, And Do It Well
From the
This book aims to empower the many people in a variety of organizations who want reform, change, advocacy, efficiency -- call it any number of things. For the same reason that individuals and communities are hard-wired to habitual behavior, attitudes, politics, theology, and thoughts, it is hard to change oneself, let alone other people. However, it is both possible and necessary to bring about change, and this requires telling the truth. In the business world, so often litigious and focused on quarterly earnings, one will find it nigh impossible to make dissenting voices heard when it comes to personality issues, communication between departments, or even personnel decisions. Companies would rather promote a person, including giving them a raise and more responsibility, than deal with the problems they bring about in their current position. Telling the truth can get you fired, sued, or demoted. This holds true in the non-profit and public sector as well, where for instance, a staff person can be both a dangerous liability and also permanently employed. Schools will reassign incompetent principals to desk-duty in the district office rather than fire them. There, as in the for-profit world, one may find themselves actively suppressing the truth in order to keep a job. Universally, in everyday relationships, friends and family alike may never talk about the elephant in the room. Too many times, a good friend will date someone that abuses and isolates them, and no one says anything until it is too late.
It does not have to be this way.
For whatever situation you find yourself in, you need to be “that guy” or “that girl.” Over and above whatever your role in your family, your relationship, your organization, your job is to tell the truth. Especially when it hurts. Where a lot of people wait until their exit interview to air grievances, you are the one who gets to say something long before it gets to that point. Some will wait, talk around the issue, and digest it internally for years before talking to a spouse or significant other about a problem -- you get to be the one that, in a healthy and constructive way, talk through it before it wrecks the relationship. Why wait until you’ve got nothing to lose, and really nothing to gain, before saying something? Don’t quit the job, the church, the team, the marriage, and then say something. And don’t just say it for the sake of saying it, or to get it off your chest, actually work through it and do something about it!
Don’t confuse your community’s wants for their needs. This book will aim towards the “Do’s” more than the “Don'ts,” but this is such an important point right from the start. Ultimately, there are needed individuals in any community who feel wholly unwanted. These individuals are what I call “Truth Tellers.” What you, and what these types of people have to say could save time, money, energy, and even save lives. Throughout this book, I will assume “vision.” There may not be one -- that may be the first truth stated. However, granting that the group or organization has a vision, the Truth Teller’s job is to identify if the tasks, projects, attitudes, and so on are keeping with the vision of the group. Done correctly, this kind of communication can alter the course of families, neighborhoods, and cities. Too often, relationships, churches, businesses, and so on have a dynamic and world-changing vision, but no one is there to keep them on track. A powerful leader may come in with a legitimately good idea for a new direction, one that strays far from the original vision of the group. This is an example of where the Truth Teller gets to do what they do best -- what is rarely wanted in the organization but is so desperately needed!
This book aims to empower the many people in a variety of organizations who want reform, change, advocacy, efficiency -- call it any number of things. For the same reason that individuals and communities are hard-wired to habitual behavior, attitudes, politics, theology, and thoughts, it is hard to change oneself, let alone other people. However, it is both possible and necessary to bring about change, and this requires telling the truth. In the business world, so often litigious and focused on quarterly earnings, one will find it nigh impossible to make dissenting voices heard when it comes to personality issues, communication between departments, or even personnel decisions. Companies would rather promote a person, including giving them a raise and more responsibility, than deal with the problems they bring about in their current position. Telling the truth can get you fired, sued, or demoted. This holds true in the non-profit and public sector as well, where for instance, a staff person can be both a dangerous liability and also permanently employed. Schools will reassign incompetent principals to desk-duty in the district office rather than fire them. There, as in the for-profit world, one may find themselves actively suppressing the truth in order to keep a job. Universally, in everyday relationships, friends and family alike may never talk about the elephant in the room. Too many times, a good friend will date someone that abuses and isolates them, and no one says anything until it is too late.
It does not have to be this way.
For whatever situation you find yourself in, you need to be “that guy” or “that girl.” Over and above whatever your role in your family, your relationship, your organization, your job is to tell the truth. Especially when it hurts. Where a lot of people wait until their exit interview to air grievances, you are the one who gets to say something long before it gets to that point. Some will wait, talk around the issue, and digest it internally for years before talking to a spouse or significant other about a problem -- you get to be the one that, in a healthy and constructive way, talk through it before it wrecks the relationship. Why wait until you’ve got nothing to lose, and really nothing to gain, before saying something? Don’t quit the job, the church, the team, the marriage, and then say something. And don’t just say it for the sake of saying it, or to get it off your chest, actually work through it and do something about it!
Don’t confuse your community’s wants for their needs. This book will aim towards the “Do’s” more than the “Don'ts,” but this is such an important point right from the start. Ultimately, there are needed individuals in any community who feel wholly unwanted. These individuals are what I call “Truth Tellers.” What you, and what these types of people have to say could save time, money, energy, and even save lives. Throughout this book, I will assume “vision.” There may not be one -- that may be the first truth stated. However, granting that the group or organization has a vision, the Truth Teller’s job is to identify if the tasks, projects, attitudes, and so on are keeping with the vision of the group. Done correctly, this kind of communication can alter the course of families, neighborhoods, and cities. Too often, relationships, churches, businesses, and so on have a dynamic and world-changing vision, but no one is there to keep them on track. A powerful leader may come in with a legitimately good idea for a new direction, one that strays far from the original vision of the group. This is an example of where the Truth Teller gets to do what they do best -- what is rarely wanted in the organization but is so desperately needed!
25 pages, Kindle Edition
First published December 30, 2014
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January 11, 2015
This book is amazing, because in a society where secrets runs deep, it becomes hard to admit certain things or speak the truth. I am recommending this book to all my friends and family.
Displaying 1 of 1 review