An employee says, “I had nothing to do with it. I don’t know anything about it.” However, a reliable source reports that he was the prime instigator.
An employee tells you, “The project is coming along beautifully. No problems.” Your secretary tells you he hasn’t even opened the file yet.
One of your salespeople reports that a potential customer has responded enthusiastically to her sales pitch and “plans to sign a contract very soon.” You happen to run into the potential customer and learn that his response was lukewarm and that he has signed with a competitor.
“Employees attempt to deceive their bosses for several basic reasons,” notes Ronald C. Pilenzo, president and chief operating officer of the Society for Human Resource Management in Alexandria, VA:
- Personal gain and recognition. This is often tied to competitiveness, where people try to surpass co-workers or cover themselves against competitive maneuvers.
- Revenge or sabotage against co-workers or bosses. This occurs when an employee harbors a deep-seated resentment of his or her work situation.
- Strain due to personal problems, such as family tension or financial pressures.
- Self-protection because of a fear of being perceived as inadequate to the demands of the job.
The forms of deception vary. There are pathological liars who lie and deceive in an almost compulsive way. Other individuals selectively calculate when, where and how to use dishonesty. Still others are not actually conscious that they are lying. They may cover up or exaggerate the facts when they are under stress and may not be aware that they are practicing deception.
Regardless of its roots, the problem can be effectively dealt with through the use of the following steps:
- Approach it as a performance issue. “If you confront an employee on his or her deceptive behavior, you run the risk of incurring a lawsuit for defamation of character, preventing advancement or unjust dismissal,” warns Pilenzo. Therefore, he advises, it is important to look at the behavior from the standpoint of how it affects the person’s overall performance. Then you can focus your discussion accordingly.
- Deal with each instance as it occurs. It’s easy to tell yourself, “I’ll speak to her about this at her next performance appraisal,” or “We’re very busy now. This can wait until next week.” A dangerous approach, says Pilenzo. “If you store things up, the employee will either deny that it happened or claim not to remember.”
- Confront the person in a nonaccusatory manner. A good way to start the discussion is with something like: “There seems to be a problem here. I am not accusing you, but I’ve discovered that the costs were greatly lower than what was reported to the client. Can you tell me what’s going on?”
When put on the spot, the employee may admit to having lied. If so, the following steps are essential:
- Issue a warning. Avoid the temptation to soften the blow with vagaries. Says Pilenzo: “State unequivocally that if the behavior continues, the employee’s job will be in jeopardy.” Follow up the discussion with a written warning in the form of a memo addressed to the employee.
- State that you are keeping documentation. “Tell the employee that you are recording the specifics of the event and of the discussion, in a memo to his or her file,” advises Pilenzo. “Include dates, names and all the particulars.” Such documentation is essential, should a lawsuit ensue.
- Offer assistance. The assistance might take several forms: setting up weekly meetings to discuss the problem that led to the deceit; calling a joint meeting with any other individual whose behavior may have influenced the dishonesty; or, in the event that you suspect an underlying personality disorder or personal problem, referring the employee to counseling.
Observation: If you note a pattern of deceit, it may be appropriate to examine your own actions; you may be doing something that precipitates dishonesty. Could you, for example, be communicating unrealistic expectations or setting impossibly high standards? Could you be so intolerant of error that employees find it easier to lie than to endure your wrath? Ask someone you trust for an objective assessment. Then take an honest look at yourself and start to deal with the problem as you see fit.
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