Honesty in Communication – Quite a Concept

Question: How can you tell when a corporate spokesperson is lying?

Answer: When his lips are moving.

Okay, that’s a really lame version of a worn out joke but it reflects how a lot of people think these days.

The corporate spokesperson faces the camera and spouts the company position. But do people believe the words coming out of that spokesperson’s mouth? Not really. Consider everything and anything former BP exec Wayward Tony Hayward said during the oil crisis in the Gulf Coast. He’s a prime example.

So, why do company spokespeople say the things they say? Why do they tell untruths? In the great article Why Honesty Is the Best Policy, Bennett Freeman spells it out simply when he says: “They are frankly challenged by the demands of credible, transparent reporting and by the dynamics of stakeholder engagement.”

They are torn between the truth and protecting their companies, as well as their behinds. When push comes to shove, they protect their companies AND the behinds.

But while consumers may be buying the products corporations are selling they are not necessarily buying what those corporations are saying. The Corporate Eye Blog hits the nail sharply on the head:

“Consumers aren’t naive anymore. There was a time when consumers believed the marketing messages in ads. There was also a time when many people believed in political propaganda, but thankfully, with advances in communications and technology, more people than ever can see through those skewed messages.”

We receive tons of skewed messages everywhere. Banks took billions in bailouts but continue to struggle. We aren’t sure why. Car makers took billions in bailout, yet they’re still “losing money.” What do we hear from them and what are we supposed to believe?

One of the best corporate quotes comes from Howard Schultz, the CEO for Starbucks. He left Starbucks in 2000 and then came back to run the place in 2008. When he returned, the place was a mess. The company was losing business, losing customers. There was a real “anti Starbucks” mentality brewing. So, what did Schultz do? He took a long and honest look at the company and delivered an honest message to employees and other stakeholders about rebuilding the company.

Schultz told the Harvard Business Review:

“We had to admit to ourselves and to the people of this company that we owned the mistakes that were made. Once we did, it was a powerful turning point. It’s like when you have a secret and get it out: The burden is off your shoulders.”

That’s why transparency and honesty in corporate communications is vital. People DO see right through the smokescreens. They smell the crap as corporate execs dish it out. People need and want something to believe in. They really want to trust. But they need a reason to trust. Companies need to deliver the truth.