If someone has pretended to feel one way while influencing others in the opposite direction, clarification is in order. “Micheal, you clearly supported my position on not shipping to delinquent accounts. Now I hear that you don’t think our salespeople should worry about whether an account has been paid or not before shipping them more goods. What is your position?
The concern here is that attitudes and private conversations, not verifiable facts, comprise the deceit. But that doesn’t mean that clear duplicity should be ignored. As competent professionals, we need to know who is on our side and who isn’t. Once we are clear on the caliber of the lie, we have three options:
- Sit down and directly confront the liar, carefully reading all signs of body language. If the lie is readily admitted to, graciously close the matter if it is in the best interest of the company, but don’t forget the occurrence.
- If you don’t know exactly who the liar is, plan a strategy to discreetly find out who may be undermining you. Without direct confrontation, many times the root of the problem becomes apparent and no fingers are pointed in the process.
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