What The Informant! Can Teach Us About Workplace Relations by Paul Cherry
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Steven Soderbergh’s latest film, THE INFORMANT!, is adark comedy based on the true story of Mark Whitacre (played by Matt Damon), then President of the BioProducts Division at Archer Daniels Midland. In 1995, it was revealed that Whitacre had been acting as an informant, supplying the FBI with tapes implicating ADM in a complex price-fixing scheme. Over time, Whitacre had discovered he liked his corporate whistle-blower role — maybe too much. In his naivete, Whitacre went to outrageous lengths to cling to his new sense of self-importance and keep himself in the spotlight, defeating the purpose of his undercover role. What’s worse, Whitacre wound up under investigation for embezzling $9 million from ADM. As a result, he lost his whistle-blower’s immunity and spent 8½ years in federal prison.

The movie takes a tongue-in-cheek approach, though it was no laughing matter in real life. THE INFORMANT! is a cautionary tale showing how an employee’s insecurity and hunger for attention, and the actions stemming from these issues, can cause a negative domino effect touching everyone and everything in the insecure person’s orbit. When those dominoes fall in that person’s workplace, the effects can be disastrous. Who among us hasn’t had co-workers or even bosses who were their own worst enemy, with their actions affecting everyone in the long run?

Here are examples of what Whitacre did in the film, and how you can learn from his mistakes if you find yourself in similar situations:

• In the Film:  Whitacre had a short attention span, often losing focus on the task at hand. We hear his rambling thoughts in voiceover. At one point, he’s thinking about topics ranging from neckties to polar bears, even while FBI agents brief him. Ironically, Whitacre expresses admiration for one agent’s excellent listening skills!
  
  We’ve all dealt with employees and colleagues who tend to ramble as their attention wanders. Maybe you’re at a meeting where somebody goes off on a tangent, and the meeting goes off the rails. You’re thinking, “Hey, wait, we’ve got to stick to the agenda.”  Whether it’s a group meeting or one-on-one dialogue, you have to take control of the situation.
  
  You Must:  Ask the right questions, and you will steer others to the points being made.   People can’t get distracted, because your question demands an immediate response.
  
  Remember, good questions serve to…
  
  *           Compel people to think.
  *           Demand an answer from the person you’re talking with.
  *           Move the conversation forward.
  *           Produce an outcome.
  

·      In the Film:  Whitacre’s unrealistic expectations blinded him to the consequences of his actions. He honestly thought that after he exposed ADM’s price-fixing, he’d be able to take over the company instead of being shunned as a whistle-blower.

You Must: Seriously consider how your actions would affect your future at your workplace and beyond, and realistically weigh the pros and cons of your situation using impact questions. For example:

“How would taking this action impact my future?”

“Assuming I do/don’t ______, what implication/consequence will I face?”

      “What if _____ were to happen? What’s the risk?”

• In the Film:  Whitacre made up dramatic stories about his life to get more attention, including claiming he’d been orphaned, then adopted by a rich family — which came as quite a surprise to his real, very-much-alive parents. He even faked his own kidnapping, hoping to buy time and sympathy.
  
  You Must:  Own up to your mistakes and try to make amends instead of trying to cover up. That includes coming clean about the details of your life, since it’s so easy to expose lies nowadays. It eventually became clear to everyone who knew Whitacre that he was dramatizing and outright lying, but how many times have you found yourself dealing with that situation in your own workplace?
  
  Maybe you’re talking with a client, colleague or boss, or you’re reading a report they’ve sent. You sense that something doesn’t add up, and you’re on your guard. When you think you’re hearing fluff or being stalled, it’s imperative that you get in there and ask questions — even if you feel these questions might be too assertive or direct. However, you must be investigative with your questions in order to find the legitimate answers, so hang in there! When the other person’s responses are trite or drift off, here’s where good questions can help cut through the verbal red tape:
  
  *     “What’s causing you to say ______?”
  
  *     “Help me to understand exactly what you mean by ______.”
  
  *     “Walk me through the steps on how you are going to ______.”

*     “What do you foresee as the obstacles to overcome?”

*     “What if ______ happens? How are you going to handle it?”

Getting people to be accountable and up-front means sharing information. We don’t want surprises and we don’t want to get fooled.  Sure, at times we want to hear good news, but if you have any genuine concerns, it’s important to confront them now rather than later.

Learn from the mistakes made by Mark Whitacre and the people he dealt with. Ask the right questions and dig deep for the truth from the start, and it’ll save you and your colleagues a lot of headaches!

 

About the Author
Paul Cherry is Managing Partner of the Philadelphia-based sales and leadership training organization Performance Based Results,   Recognized as the leading authority on asking the right questions to win in business and in life, Paul is the author of the top-selling book Questions That Sell (AMACOM) and the soon to be released book  Questions That Lead.  Paul can be reached at 302-478-4443 or e-mailed at cherry@pbresults.com