The Absent Uncle: Speaking truth to power

I wasn’t familiar with the phrase “speaking truth to power” in my growing up years, in fact I really only became familiar with it over the last 5 to 10 years. I guess in my generation it was more “speak up if you have something to say” or similar.

Sometimes speaking up if you have something to say can get you into trouble – you better know and trust your audience – and know that what you say is going to be welcomed or at least tolerated. 

In one of my first general manager positions where I had actual “power” to determine policy and direction of the conduct of the company to the school district contracted to, I was presented a dilemma in a billing question that could definitely build revenue, and at the same time it was going to be an unexpected expense for the district.  

My predecessor in the position had not fully understood the contract and had for a number of years not billed for service that clearly was being requested and provided. I spotted the error and brought the subject up to the company’s owner and his financial executive who was also in charge of contract acquisition and renewals.

The owner was incensed at the loss of revenue and insisted I pursue the issue and get not only the revenue going forward but research the amount to be billed in arrears now that the error had been brought to his attention.

The finance guy – well, his take was slightly different. While he agreed the error needed to be corrected going forward, he was advising that the issue should be one that should be brought up as a subject of a possible early contract renewal and suggested to be taken into consideration by both sides as an example of good will and a partnership.

He pushed for a time out and “a hold on a minute” before I proceeded.

Later, when we were alone, he also had some great advice for me. “Schultzy – in the future, think about what and where you bring up subjects like this. You know our owner is going to want whatever money he believes he is due, regardless of the price ultimately paid in relationships and good will.”

Had I followed the owners’ directions, it later became clear to me, I would have ultimately paid the price as the scapegoat in smoothing over the relationship eruption. Instead, the finance guy worked his magic in being able to speak truth to power; guided and enabled me to renegotiate the contract and I ended up being considered a great asset to both the company and the district.   

I enjoyed a long tenure in that role that allowed me to make many beneficial changes in service and efficiency. Lesson learned.