I don't use telling the truth as part of my trust model, for very good reasons. Why?
It was one of the discussions on Facebook that had people taking sides. Each side threw their collective facts at the discussion; each firmly entrenched in their beliefs and not willing to be swayed. At the end of the debate no one had changed their position, and I wasn't surprised.
I discussed in a past article why I don't have truth as part of my trust model.
I find the brain science fascinating around what actually happens when our beliefs are challenged. You can throw all the facts you want at the situation, but that usually makes people more entrenched in their position. Rather than give you all of the science behind it, read this article in Forbes.
If you are a leader who knows there are important changes coming and you absolutely have to get people to accept the changes, there are a few things you need to know. First, you need to allow people the time to process the information and lay things out as problems that need to be solved. We process problems in a different area of our brains than change that is forced upon us. If you read the link above, you know that change is painful.
Give people an opportunity to discuss the situation, and recognize emotional issues take longer to accept. Find ways to repeat the goals that are laid out and seek feedback on how to get there.
The best time to get people to accept change is before the change is necessary. If you are a leader who encourages staff to anticipate problems before they occur, when a threat or problem pops up, employees fight or flight response doesn't engage.
As I've said in the past, communicate openly. Be transparent. People can sniff out deceit. The trouble you thought you were avoiding by hiding problems is going to actually magnify them, and you'll have more complications than you can handle.
If you find this interesting, do you own research. Read Your Brain at Work by David Rock and The Believing Brain by Michael Shermer.
Quit trying to convince people by throwing facts at them. They're like bricks thrown through a window with a message attached to it. It might get there quickly, but it's not going to make the recipient feel good about what they learn, and will probably get you the opposite of what you want.
More trust means more success at work and in our relationships. I can help build the trust in your organization. If it's your time to tackle this difficult issue, I'm here to help. Get in touch.