Do you have advice on how to confront a liar? Normal confrontation does not work as they just spin more lies.
Dear Being Spun,
Do I know how to confront lying? Hey, I raised five teenagers. You’ve come to the right place!
You wrote only two sentences, so please forgive me for parsing your words in an attempt to be helpful.
1. Master your story. You asked, “Do you have advice on how to confront a liar?” First, stop seeing them as a “liar.” You have reduced their identity to a label. You have zero possibility of creating an atmosphere that will invite them to acknowledge their dishonesty if you see them as nothing more than a sum of their worst behaviors. You’ll have made progress if you can come to see them as “a person who lies” rather than a “liar.” You’ll have made even more progress toward the possibility of dialogue if you can come to see them as “a person like me.” Negative labels are carriers of disgust. Nothing provokes defensiveness more than the sense that others view you with disgust. Disgust communicates that the other person is different, less than, worthless. Ask yourself, “When did I tell my most recent lie?” Perhaps yours are less stark than this person’s, but if you’re like me, you lie. You dress up the truth. You withhold your true feelings. You fail to correct misunderstandings that are favorable to you. Look for ways you are similar to this person and you’ll find a place from which you can feel understanding and even compassion rather than judgment and disgust.
2. Give them a reason to come clean. Acknowledging terrible mistakes is hard for anyone. Lying is one of the hardest of all. Since deceit is often connected to a deep sense of shame or fear, you’re asking someone to shine a light on a terrifying part of their character. They’re unlikely to do it unless there is an upside. For example, the possibility of redemption, forgiveness, a better way of working together, etc. If you are unwilling to offer any of these, don’t hold your breath for an admission of fault. Perhaps they will do it purely out of a desire to feel morally clean again. But I wouldn’t count on it if this is a long-standing and intentional pattern, as you suggest.
3. Master the facts. I recently watched an argument between two people in which one was accusing the other of lying. It went the way they usually do. The accuser cycled over and over through the same vague evidence. “You did it. I know it!” The other person denied having been deceptive. “No, I didn’t!” The accuser repeated the same vague evidence even louder, followed by louder denials. One of the reasons we fail to persuade others during crucial conversations is that we’ve spent too much time thinking about our conclusions and too little time laying out the data. If you want to help someone come clean, it’s best to lay out the strongest case you can absent judgments, accusations, and other hot words. Don’t start with, “You’re lying.” Start with, “I was sitting outside the laundry room the whole time my laundry was in the drier. You are the only one person who went into the room while I was there . . . ”
If you’re confronting repeated behavior, be as prepared to describe the pattern as you are any specific instance. As you lay out examples, refer again and again to the pattern you are trying to draw attention to.
4. Control yourself, not the other person. Prior to engaging in the conversation ask yourself, “What new boundaries will I draw between us if the lying continues?” Even if you share your suspicions as effectively as possible, and even if you are correct about the allegations, the other person may persist in denial. If this happens, your job is to protect yourself by drawing new boundaries. If you don’t do this, you’ll consign yourself to the misery of trying to control the other person. You can’t. And attempting to do so punishes yourself as much as the other person. If you’ve settled it in your mind that the other person can’t be trusted, you need to take responsibility to take care of yourself in this reality. For example, you may decide to distance yourself from the person at work, avoid working on shared projects, or involving them in risky tasks for which you are responsible. The most honest way of moving to this new reality is to do so openly. Tell them you are still unconvinced by their response. Let them know you don’t like carrying this conclusion but that until you can be persuaded otherwise, you will be operating differently toward them. Then specify how. But conclude with a sincere willingness to continue the conversation.
I hope something I’ve said above is of use to you as you navigate this troubling relationship.
Joseph Grenny is a New York Times bestselling author, keynote speaker, and leading social scientist for business performance. For thirty years, Joseph has delivered engaging keynotes at major conferences including the HSM World Business Forum at Radio City Music Hall. Joseph’s work has been translated into twenty-eight languages, is available in thirty-six countries, and has generated results for three hundred of the Fortune 500.
Re- Blogged From :- VitalSmarts