When leaders really know they are being lied to, why don’t they call the lie? Why do they allow excuses and symptom discussions to prevent addressing the clearly visible problems that need to be faced?

http://www.nytimes.com/2011/11/06/business/global/europes-two-years-of-denials-trapped-greece.html?_r=1&nl=todaysheadlines&emc=tha25

Look at Greece and this New York Times article on the ongoing lies about Greek financial results. If Greek politicians were CEOs or C Level executives lobbying to hide and water down disclosure, the press would be up in arms and there already would have been scores of lawsuits filed.

The article states that:

Greek officials saw the draft and complained to the I.M.F. So the final report, while critical, played down the risks that Athens might one day default, with disastrous consequences for all of Europe.

What is so remarkable about this episode is that it wasn’t so remarkable at all. The reversal at the I.M.F. was just one small piece of a broad pattern of denial that helped push Greece to the brink and now threatens to pull apart the euro. Politicians, policy makers, bankers — all underestimated dangers that seem clear enough in hindsight. Time and again over the last two years, many of those in charge offered solutions that, rather than fix the problems in Greece, simply let them fester.

How have you seen this play out in business? Or call me offline at 678-319-4739.