In the chapter, “True Lies” taken from Jeffrey Seglin’s book, The Good, the Bad, and Your Business, the author states that that there are consequences to lying. Throughout this chapter, the author also speaks about the differences between lying and posturing, and how people distinguish the fine line between them. The author gives the opinion of several professionals and their views on the issue of lying. This opinion is that lying has serious consequences that are difficult to undo. One such consequence is destroying relationships for personal gain.
Seglin talks about lying which occurs at different levels in a nation. It can be at a political level, a business level, and even at a classroom level. All the cases seem to imply that lying is simply a way to get through any day for everyone. However, those who lie, especially those in a position of leadership, need to know that their actions have a tremendous impact on others. Another perspective the author discusses is that it is not sensible to tell every minute detail of the truth on a daily basis; discretion is sometimes needed. Like was said earlier, telling the truth can be challenging.
However, since lying can become a habit, the test for business people is to not become someone who constantly lives a lie. Another theory Seglin discusses is the various degrees of lying. From the point of view of two businessmen, it seems that lying is a must for anyone starting their own business without either capital or experience. The author disagrees with this but does argue that there is a qualitative difference between posturing and lying. Posturing is being positive, passionate, and assertive. Lying is being manipulative, dishonest, and usually doing things for personal gain.
Posturing has been around for ages, for example through bargaining. Neither party is completely honest about his terms or prices; however neither is acting without integrity. There are various forms of posturing. Most of the posturing that businesses use are aimed to make their company more established. If a business is not careful however, posturing can soon turn into lying. Once this happens, it is difficult to continue living a lie. Seglin speaks about excuses for lying. He talks about those people who believe they are just engaging in an irrelevant lie, or that the lie is meant to benefit another.
Because of these excuses, especially for a new company, there are always reasons to validate a lie and consider it to just be posturing when it is clearly not. The author continues by bringing up another problem associated with lying, particularly in a leadership position of a company. The actions of leaders are typically emulated by others, in this case, employees. If employees witness this lying, they will consider it to be acceptable and assume that this is how to succeed in the business world like their leader. Again, lying accompanies other unwanted immoral behaviour which employees are more than likely going to elicit as well.
The author’s suggestion: do not even think about lying as a decision unless it is absolutely a last resort with no other alternatives. There would still be implications if one chooses to lie, however, it reduces the amount of lies. A better solution: do not lie. Seglin stresses on this point because lying is contagious. Lies from a leader can soon become lies from his employees, then his customers, his suppliers, and so on. In conclusion, unless one learns where to draw the line between posturing and lying, one risks losing everything. The question is, is the risk worth it?
