Is It Ever OK to Lie at Work? Find Out Here

The English philosopher Francis Bacon once said, “Truth is so hard to tell, it sometimes needs fiction to make it plausible.” And while Bacon lived in the fourteenth century (far before procurement ever came into being) he was certainly onto something: when it comes to the truth, sometimes it’s necessary to add some…lies? White lies? Evasive half-truths? 

Lying is a touchy topic in professional contexts, especially for procurement professionals who find themselves at the intersection of complex negotiations, strict deadlines, and high-stakes decisions. As we’re all well aware, the pressure to meet targets and secure the best deals can create ethical dilemmas, and it’s not always clear what we should do. 

But, even accounting for this, is lying ever ok? And if it is, when might it be ok? With the aim of keeping your consciences clear, we’ve dug a bit deeper.

When Lying Might Be OK

If your manager sees you reading this article, you might feel compelled to cover the sub-heading above, right? 

The thing is, though, that in certain situations, it could be important to carefully manage information. Here are a few of those situations.

1. Protecting Sensitive or Confidential Information

Negotiating with suppliers is one of the most interesting, but also challenging parts, of a procurement professional’s role. When negotiating, each party needs to represent their own interests, so it’s important to not give too much away. 

An example of this might be when you are negotiating with a supplier and they ask about budget constraints. Instead of disclosing exact information, you might simply say that your budget is limited (without disclosing an exact amount). 

Is this a lie? Or is it just a common tactic in a professional negotiation? It could be seen as either, but, in this case, the information is an important strategic omission and is expected, and acceptable, at the negotiating table. 

Another negotiating technique is to indicate to a supplier that you have multiple supply options, even if they are your preferred one. This can, of course, help you secure better terms and maintain a competitive edge.

2. Avoiding Unnecessary Panic

If the last half-decade is anything to go by, working in procurement can be very stressful, and sometimes it’s better to not stress everyone out if you don’t have to. 

As an example, if there are temporary issues with a certain supplier, but you have a plan to work towards a solution. In this situation, you also have a choice to make: do you stress everyone out, or do you carefully manage the flow of information and any resulting issues? 

Managing information can help prevent unnecessary worry and can also allow your team (and stakeholders) to remain focused and productive. You do, of course, need to balance this omission with the knowledge of eventual transparency, and it’s often a delicate balance to find.

When Lying is Definitely Not OK 

Negotiations and not causing unnecessary panic are a few reasons why you might find yourself dodging the truth in procurement. And while that might be ok, there are also situations where you never, ever want to do that. Here are a couple of these situations:

1. Contractual Obligations

This probably goes without saying, but lying about the terms of a contract or the capabilities of a supplier is never acceptable. Misrepresentation can lead to legal repercussions, damaged reputations, and a loss of trust from stakeholders.

For example (and we know you’d never do this, but just in case!), falsely claiming that a supplier can meet a delivery deadline, while knowing that it’s impossible, can disrupt your supply chain and have financial ramifications.

2. Compliance and Regulatory Issues

Compliance and governance are critical in procurement and as such, it’s important that you always adhere to legal and regulatory requirements. Any form of deception in compliance matters, such as falsifying documents or misrepresenting sourcing practices, is unethical, illegal, and can have dire consequences.

An example of this might be falsifying supplier diversity data to meet certain requirements. Probably the most famous example of this is Volkswagen, where the company installed software to cheat emissions tests, which misled regulators and customers about the environmental impact of their vehicles and led to massive fines and a huge loss of trust. 

3. Transparency with Stakeholders

In procurement, we all know that our stakeholders are akin to our customers. For that reason, maintaining transparency with them, including with suppliers, customers, and internal teams, is critical. Lying to stakeholders can erode trust and harm long-term relationships.

An example of where transparency is key is where budget cuts might impact supplier payments. In this scenario, it’s essential to communicate the situation with suppliers directly, as misleading them about payment timelines can strain relationships and potentially lead to legal disputes.

In most situations in procurement, being honest and transparent is really important. Would you agree?

Have you found that selective truths, delaying the truth, or omitting information is important in many contexts? Let us know in the comments below.