*When it comes to bugs.

Let me explain…

Early last Saturday morning I was awoken by the blood-curdling sound of my wife screaming from the other room. Still half-asleep and half-dressed I bolted out of bed in a panic yelling, “What happened!? What happened!?”

“There’s a giant roach in the bathroom!!! It’s so disgusting! It’s like six inches long – and it just ran behind the sink! You have to kill it!”

So I raced back into the bedroom to get my glasses, grabbed a rolled up New Yorker magazine (after quickly checking to make sure I was done reading it), opened the bathroom door, slammed it behind me, and prepared for battle.

After multiple attempts of swiping and missing (and, yes, I must admit, yelling and cursing), I finally crushed this hideous beast which was the size of a two-pound lobster, and flushed its remains down the toilet. (Alright, in all honesty, it wasn’t that big, but it was sizable. And it was really, really disgusting.)

With that Kafkaesque horror story now over, I crawled back into bed with the intention of picking up where I left off, to get a couple more hours of sleep.

But just as I was about to doze off, my wife came in and sat down on the bed next to me to ask me this crucially-important question:

“Did you really kill it…or are you just lying to me again?”

Not fully awake and coherent, and after the exhaustion of my traumatic bug-battle -- combined with this now, second, rude awakening -- I was like, “What -- what are you talking about???”

At which point I remembered – and burst out laughing from the recollection of -- the one and only time I lied to her in our ten-plus years of marriage:

It was back in 2007 and we had just moved into our new apartment. Having just sat down to dinner, we were both jolted out of our seats in horror by the sight of a gigantic, disgusting roach (is there any other kind in NYC?) that had come crawling out of a still-open hole in the floorboard where we just had some construction work done.

After many attempts of swiping and slamming at it with a rolled-up newspaper, I finally yelled, "Got him!", gathered up the dead roach in a paper towel, and made a huge show of crumbling it up and tossing it into the kitchen trash can.

My wife’s elated response, “My hero!”

Only, the truth is: I didn't get him. After much chasing and swatting and missing, my tiny tormentor had darted and dashed and evaded me, eventually scurrying back into the hole in the wall from whence he came. And I was hungry and just wanted to eat my dinner which was getting cold. So I doused the floorboard area with Raid, sealed up the hole with paper towels and aluminum foil, and sat down to eat my dinner. Done.

Only it wasn’t done: The nightmare was just beginning.

For, five minutes later, after finally diving into our dinner, my wife shrieked, “Oh my god – there’s another one!!!”

Uh oh. This was a literal “Moment of Truth”: Do I confess that I had failed miserably in my Battle of the Roach, and that I had given up the chase because I just wanted to sit down to eat my dinner – and, thereby, lose my “hero” status in the eyes of my new wife and be labeled from this day forward as a bald-faced liar; or do I continue my charade of having killed the previous roach…which would then only lead my wife to think we had a large-scale infestation problem on our hands in our new apartment…in which case we would have no other choice but to move out?

Do I tell the truth…or was I now in what Seinfeld would have labeled a “must-lie situation”?

So I made the decision: I would come clean and tell the truth, the whole truth, and nothing but the truth.

And I made the promise – to myself and to my wife – to never lie to her about anything ever again.

A Few Leadership Lessons From This "Bug's Life" Tale

So what lessons can we take from this episode that we can apply not only to our personal relationships, but to the world of business and leadership as well? 

In short, when you lie – about anything – that’s it: You are now, from this day forth, branded “a liar.” That is now your reputation. Once you plant a seed of doubt in someone’s mind, no matter how small and/or trivial, that seed never goes away. Luckily for me, my wife now only distrusts me when it comes to bugs. But to someone else, or if you have been found to lie or bend the truth repeatedly, everything you say thereafter will be subject to questioning and testing of its validity. And it forever casts its doubt on your trustworthiness – as a person, and as a leader.

Sadly, in this “post-truth” world we’re currently living in – of fake news, falsified data, and “alternative facts” – it is more important than ever to be viewed as a person of integrity, honesty, credibility, and trust. For, once you lose people’s trust, that’s it…your reputation is shot. This is deadly for a leader, or somehow who aspires to be. And once you lose it, it is almost impossible to get it back. I am reminded of the saying (author unknown) that “The truth doesn’t cost anything; but a lie could cost you everything.”

So what can we do to be seen as one of those rare (in this day of age) people of integrity, honesty, credibility, and trust? Here are a few simple tips and guidelines to keep in mind:

• It’s sounds obvious, but always tell the truth. ALWAYS. Without spin, or bias. Separate verifiable, reality-based “facts” from claims or opinions…and make it clear at any given time, which it is that you are expressing.
• Be authentic; be transparent; be accountable.
• Say what you mean, and mean what you say.
• Remember the old saying that “Actions speak louder than words.” It’s true.
• Keep promises and commitments, follow-up, and follow-through.
• If you don’t know something, just say you don’t know; don’t just make sh*t up as so many seem to do.
• If you know, but honestly can’t say (e.g., for reasons of confidentiality, or for ethical or legal reasons)…just say, “I know, but, sorry, I cannot say.” People will respect that.
• If you have inadvertently provided untrue, inaccurate, or mistaken information, acknowledge it, admit it, apologize for it, and correct it. Again, people will respect and appreciate that. And you will re-gain their trust as a result.

And, lastly, remember that one little lie about one little (ok, gigantic and hideous) insect could potentially continue to haunt you – and may continue to “bug” the person you lied to – even a decade or more later.

For more on this important topic of building trust, please see my post entitled “For a Leader, Is It More Important To Be Liked, Admired, Respected, or Trusted?” featuring my Hierarchy of Followership model.

END

Of all the different management, leadership, communication, innovation, and thinking tools, tips and techniques that I’ve learned over the years, nothing has impacted me more, or has had more practical applications and benefits, than Edward de Bono’s classic “Six Thinking Hats” model.

De Bono, the guru of “thinking about thinking,” originated this framework that I now use -- either consciously or unconsciously -- literally every single day. It’s one of the best examples of how we can use visual and metaphorical thinking and communicating to solve real-world challenges.

The model in brief: There are six metaphorical “hats” — each a different color...and each hat represents a different type of thinking. By metaphorically "taking off" or "putting on" a different hat, you can intentionally and strategically switch to a different type of thinking.

Here are the six hat colors, and a brief overview of what type of thinking each represents:

1. White Hat: Neutral; objective; facts; data; information; objectivity

2. Red Hat: Emotion; gut feeling; intuition; passion; subjectivity

3. Black Hat: Cons; critical; caution; risks; costs; weaknesses; disadvantages

4. Yellow Hat: Pros; optimism; benefits; strengths; advantages

5. Green Hat: Creativity; innovation; brainstorming; new ideas; possibilities

6. Blue Hat: Process; structure; thinking about thinking; next steps

The Six Thinking Hats method can be applied in many different types of situations, for example:

• In a meeting: as a formalized, structured process (e.g., a group brainstorming or strategy process);  
• In a one-on-one discussion: as a common language that will encourage dialogue and minimize conflict;
• In your own mind: as a way to frame your own thinking, separate fact from emotion, and make better decisions.

When used in a group, it enables what de Bono calls “parallel thinking,” which occurs when all members metaphorically “wear” the same color hat at the same time. This dramatically improves communication, minimizes conflict, and fosters innovation.

How do the Six Thinking Hats do this? The best way to understand it is through a real-life illustration:

Say you’re in a meeting, trying to reach a decision. Instead of the normal chaos and conflict caused by endless debate, cross-talk, shooting down ideas, etc., what if we were able to say:

“Let’s temporarily put aside our Red Hats (our emotional reactions), our Black (negative/critical) and Yellow (positive/supportive) opinions, and all put on our White Hats to first objectively identify the objective facts and relevant data, before we start jumping to possible solutions (Green Hat) and proposing next steps (Blue Hat).”

Once agreed, from there the group can efficiently, and with minimal conflict and debate, run the situation through this simple and logically sequenced series of questions:

1. White Hat: What are the facts about the situation at hand?

2. Red Hat: How do people feel, emotionally, about the situation?

3. Black Hat: What’s not working — and why?

4. Yellow Hat: What is working – and why?

5. Green Hat: What’s new (ideas, possibilities)?

6. Blue Hat: What’s next (where do we go from here)?

(Note: You don’t necessarily always have to use the hats in this exact sequence; but this is an example of a very common and effective approach.)

By enabling parallel thinking – by having everyone "wear" the same color hat at the same time (and headed together in the same direction) — you will see how much more orderly your meetings will be, and how much more quickly you can reach decisions and get things done!

And if you assign one person in the meeting to be the Blue Hat leader, that person (regardless of organizational role or rank) will serve to make sure that things run smoothly, stay on track, and that everyone plays by the rules.

Using this methodology, my company has successfully conducted numerous executive-level strategy meetings, facilitated cross-functional team-building and brainstorming sessions, and helped hundreds of individuals maximize the effectiveness of their own decision-making skills, along with their ability to more effectively conceive and communicate ideas.

Here’s another real-life example, this one using the Six Thinking Hats method relative to a job search:

Let’s say that you were presented with a potential job opportunity. What kind of question might each Thinking Hat pose to help you make the best possible decision?

1. White Hat: What are the objective facts about the position and the company (title, salary, benefits, location, industry, work environment, department, new manager, etc.)?

2. Red Hat: How do I feel about this opportunity; what is my gut telling me (am I excited, nervous, hesitant, concerned, etc)?

3. Black Hat: What don‘t I like about it, what’s bad about it — and why (i.e., what are the negatives or concerns associated with the White Hat facts and my Red Hat feelings)?

4. Yellow Hat: What do I like about it, what’s good about it – and why (what are the positives associated with the White Hat facts and my Red Hat feelings)?

5. Green Hat: What are the various options, alternatives, choices available to me (i.e., what’s going through my mind in terms of what-ifs, and out-of-the-box possibilities; what does it look like if I visualize actually taking this job)?

6. Blue Hat: What are the next steps; where do I go from here (when do I have to make a decision by, what do I have to do next, what actions should I take)?

Although this is just one simple and common example, you can easily see how using the Six Thinking Hats to frame your thinking can go a long way toward maximizing your effectiveness – and enhancing your confidence – when it comes to making any decision.

It is important to note, however, that while it takes just a few minutes to learn this seemingly simple model, it takes time, training, and much practice to truly master it.

For more on de Bono and his Six Thinking Hats method, there are tons of online resources, including a number of good (as well as some really bad) YouTube videos available, including this three-minute clip of de Bono himself talking about it. I also highly recommend the Six Thinking Hats book itself...which just might be the best $12 you spend this week!

 
 My Diet Coke had gotten warm, so I asked the waitress for “some more ice.” A few minutes later, instead of the ice, she brought me another bowl of white rice.

I said “more ice”; she heard “more rice.” So whose fault was it? (And good thing I didn’t say “some ice”…or I might have ended up with “some mice”!)

It happens all the time: We say something that is crystal clear in our own mind, and yet the person on the receiving end hears something completely different. The ice vs. rice mix-up was a relatively low-cost, low stakes mistake (and, I actually wanted some more white rice anyway), but what if the stakes were higher?

What are the potential costs when an important job interview or work-related communication is lost in translation? 

Please click here to read the rest of my post on LinkedIn.