Often, I am bewildered whenever I hear some leaders say they want the people in their organisations to give them honest feedback by telling them what they need to know, and not what they want to hear. The reality is that speaking truth to power is easier said than done; it is a considerable risk that is likely to cost people their careers or means of livelihood. However, the people who have mastered the game earn respect from their managers and help their careers.
In my leadership journey, I have related with many leaders who value having a supportive, loyal, and non-judgmental workplace to experiment with new ideas and obtain honest feedback on their leadership styles. But then the same leaders tell me that what they want most is a safe, respectful, and constructive challenge from the people around them. They believe that constructive challenge pushes their thinking and emotions to drive decisive action and growth. This scenario applies to leaders in senior management roles, especially where the organisational culture is more hierarchical and relationship-focused. The truth is that leaders who operate in hierarchical cultures are not open to receive upward feedback; most times, they receive far less honest feedback than leaders who work in an egalitarian and task-focused culture.
In the workplace, speaking truth to power usually means telling your boss or another leader how you believe their actions are wrong or how they can act differently. It involves demanding a moral response to an organisational problem rather than an expedient, natural, or selfish response. According to James O’Toole, a candor culture in which people are encouraged to speak out to a leadership that is willing to listen is fundamental to sustainable corporate success yet being candid with someone in power is historically riddled with danger as well. The reality is that speaking truth to power can put people at high personal risk.
The phrase carries a connotation of bravery or risking the status quo, reputation or livelihood, or face victimisation from the person one is confronting. Most corporate scandals and the recognition that great innovative ideas can come from a lower level and frontline employees are two critical reasons that the most successful organisation are those in which people are not afraid to speak up without any fear of unintended consequences irrespective of their level in the organisation.
It is pertinent to note that speaking truth to power is always unsettling, but that is how influential leaders emerge. Most leaders understand they must encourage open and transparent cultures, keep their eyes open, and take any wrongdoing suggestions. The irony is that there is a huge gulf between knowing and doing, and not all leaders can translate fine words into action. The truth is that most leaders’ actions and body language do not earn them the trust and confidence of the people who follow them.
The contradictions are so apparent to everyone that the leaders are too blind to see themselves. The question then arises; how many leaders are genuinely prepared to listen to people from every level in the organisation? How open are they to criticisms of the leadership and broader organisational practices? How many people have a voice in the workplace? What are the channels for open communication? What are the opportunities for interaction? And what is the assurance that nothing changes as a result of speaking up?
Socio-cognitive research has demonstrated that power affects how people feel, think, and act. The rejection of rigid command and control leadership to more empowering and collaborative approaches may seem to address speaking up. It is ironic the justification given to “oppression,” and it is more puzzling how oppression is perpetrated through a mutual process between the “oppressor” and the “oppressed.” We must admit that the powerless in society can be frightened of freedom and that freedom is acquired by conquest, not by gift.
Freedom must be sort consistently and responsibly as it is not an idea that becomes a myth. It is an indispensable condition for the quest for human completion. Reasons abound on why people might be reluctant to “speak up” – fear of authority is just one of the—ingrained, in many cultures, especially in African, where there is profound deference to authority figures. The African culture requires that people respect and obey their parents, their elders, their teachers, and other authority figures without questioning them. This accounts for why we have a lot of “Yes” men everywhere.
A healthy ‘speak up’ culture breaks down the barriers that can often exist between the workforce and the leadership. A vital ingredient of a healthy culture is a willingness for the leadership to listen to their people. Also, a culture of engagement and feedback is required for employees to voice their ideas and concerns. Hence, leaders must ensure that they don’t turn a blind eye to practices or complaints that could seriously damage their organisation’s operations or reputation.
Thus, speaking truth to power is more than truth-telling; it is not that simple; instead, it requires clarity of intent that benefits something more significant than the individual interest. We must discern what is right and ethical before we get our leaders to consider our ideas and suggestions. Again, it is nobler that we understand how truth and power operate in the workplace environment as it requires a moral reflection by figuring out why we may want to speak our truth to power.
Toye Sobande
Sobande is a Lawyer and Leadership Consultant. He is a Doctoral Candidate at Regent University, Virginia Beach, USA, for a Ph.D. in Strategic Leadership. He can be contacted by Email: contactme@toyesobande.com
