The theme of telling “the truth” vs. telling “your story” recurs in the world of business communication. (The question of the existence of “the truth” opens a philosophical conversation best kept to coffee houses and whiskey bars… We want practice, please!) One specific application of business communication is in trying to find a job. A dripping irony is that “the truth” probably won’t get you a job.
“Hi there. I am really good at analyzing business data to improve supply chain performance. I get bored pretty easily if I am not challenged. I have a low tolerance for arbitrary rules, and I hate to be rushed to make a decision when I know I need to do more analysis.”
However, as the storyteller of your skills and abilities, you carry a responsibility to align your story with your truth. A colleague of mine shared some insight from one of his field contacts:
“The context and the technical expertise is the easiest type of knowledge to share with a new hire. Give me someone who has a desire and ability to learn, and can work with others in a team environment. That is the kind of person that I want to hire.”
Apparently, there are challenges in filling this particular bill. Even if those are the requirements, I guarantee you won’t see a job description that says only:
“Wanted: someone who can learn our systems reasonably quickly, and work with our people reasonably well. Good benefits. Pay commensurate with experience.”
JOB EXPERIENCE, EDUCATION, SKILLS and ABILITIES are parts of your storyline (and maybe even headings on your resume), however the underlying questions you face are: Can you do this job? And, if you can do it, do you want to do it for us? Deeper questions include, “have your overstated your qualifications and abilities?” and, especially if you a shifting careers, “do you have a realistic appraisal of your value (in this new marketplace)?”
You may be able to defer the answers to these questions almost indefinitely. I will suggest that for all concerned, truthful answers to these create the most value for employee and employer. Everyone expects a degree of story, especially in the written communications (Cover letters, C.V., resumes, etc.). The interview process, especially the latter rounds, provides an opportunity for both sides to explore and share a bit of truth. On both sides of the equation, it is dangerous for the story to stray too far from it!

Tags: Tags: cheating, ethics, Micro Leadership, Supply Chain —

I had the opportunity to work with a group of undergraduate business students over the weekend, and the subject of Ryerson’s Chris Avenir arose. He is the Facebook group administrator who is bearing the brunt of student collaboration on an individual chemistry assignment.

If there was any support for Ryerson’s position (that Chris enabled cheating), it was not voiced in the room; I suspect it was absent because fellow students “get” how silly it is to treat Facebook collaboration as anything more serious than a library study group. Those on the “inside” won’t argue that, and would be discouraged from doing so, especially in that room.

Outside the room, in the cold March light of day, let’s ask the question:

Is it cheating because they were cheating, or is it cheating because they (and Chris as the administrator) got caught?

Argue whether or not the falling tree makes a noise, but I think that the public group’s description puts Ryerson in the tough position of having to turn a blind eye when there is evidence that the rules (or, at least instructor directives) have been breached. Students have to take responsibility for keeping the collaboration secretive. Study groups don’t take place within earshot of the instructor!

Earlier this year, I was working with another group of twenty-somethings. One of the crew shared with me a story that equates. On an unnamed highway in Western Canada, he was driving in a line of cars behind a police car. The police car was driving about 10 km/hr above the posted speed limit. Highway drivers in Canada know that the understood highway limit is up to 20 km/hr over the speed limit. Confident in this knowledge, our friend pulled out and passed the police officer, making sure to remain slightly under the understood limit.

Did he get pulled over?

Of course he did… and the officer rightly questioned his capacity for good judgement.

Some mutual understandings can counter explicit rules, but when dealing with people in authority (school administration, police officers, etc.), be careful how openly you flaunt the rule bending. If the Facebook group description had not talked about “sharing answers” and stuck to “discussing problems,” it may have allowed Ryerson administrators to keep a blind eye, and not have to turn one.

Tags: Tags: cheating, Chris Avenir, Facebook, In-group/out-group —

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