"I have found that being honest is the best technique I can use. Right up front, tell people what you're trying to accomplish and what you're willing to sacrifice to accomplish it"
About this Quote
Honesty, in Iacocca's hands, isn’t a halo; it’s a lever. The line reads like a moral posture, but its real force is tactical: disclose your aim early, define the deal plainly, and you control the frame in which everyone else must respond. In corporate life, where motives are assumed to be self-serving anyway, candor can function as preemption. If you name your agenda first, you steal the thunder from skeptics and you make resistance look like bad faith rather than prudent caution.
The second sentence sharpens the edge. “What you’re willing to sacrifice” turns honesty into a negotiation instrument, not a confession. It signals seriousness (I’m not dabbling), warns of collateral damage (jobs, perks, pet projects), and quietly asks for buy-in: if I’m paying a price, you should accept one too. It’s a way to turn costly decisions into shared destiny rather than executive fiat.
Context matters. Iacocca’s public identity was forged in high-stakes American capitalism: Ford’s internal politics, then Chrysler’s near-collapse and the spectacle of a government-backed rescue. In that world, trust isn’t abstract; it’s liquidity. You need workers, lenders, politicians, and the public to believe you long enough for the numbers to catch up. His “honesty” is less about purity than about coalition-building under pressure: credibility as a turnaround strategy.
The subtext is bracingly unsentimental: people can handle hard truths better than they can handle being managed. Tell them the mission and the cost, and they may still disagree, but you’ve made the fight about values and outcomes, not about hidden motives.
The second sentence sharpens the edge. “What you’re willing to sacrifice” turns honesty into a negotiation instrument, not a confession. It signals seriousness (I’m not dabbling), warns of collateral damage (jobs, perks, pet projects), and quietly asks for buy-in: if I’m paying a price, you should accept one too. It’s a way to turn costly decisions into shared destiny rather than executive fiat.
Context matters. Iacocca’s public identity was forged in high-stakes American capitalism: Ford’s internal politics, then Chrysler’s near-collapse and the spectacle of a government-backed rescue. In that world, trust isn’t abstract; it’s liquidity. You need workers, lenders, politicians, and the public to believe you long enough for the numbers to catch up. His “honesty” is less about purity than about coalition-building under pressure: credibility as a turnaround strategy.
The subtext is bracingly unsentimental: people can handle hard truths better than they can handle being managed. Tell them the mission and the cost, and they may still disagree, but you’ve made the fight about values and outcomes, not about hidden motives.
Quote Details
| Topic | Honesty & Integrity |
|---|---|
| Source | Help us find the source |
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