Johnny C. Taylor Jr. answers workplace questions every week on USA TODAY. Taylor is president and CEO of SHRM, the world’s largest human resources professional organization, and author of Reset: A Leader’s Guide to Work in an Age of Upheaval.
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question: I have someone on my team who constantly exaggerates his accomplishments and presents half-truths as facts. By doing so, they look like stars while the rest of the people look like underperformers. How should I deal with this? – Pedro
Answer: First, while hyperbole may create short-term shine, it rarely lasts long in results-oriented organizations. Over time, patterns emerge. The stories no longer fit together. And leaders begin to notice the difference between what they claim and what is actually being delivered. Trust is a currency, and once it is doubted, it is difficult to regain.
I’ve seen this play out many times. People who rely on half-truths often underestimate how visible their actions will be. Projects leave traces. The results speak for themselves. Teammates remember who really did the work. In healthy organizations, theater eventually collides with reality.
That is why it is important not to be drawn into someone else’s performance theater. You don’t have to compete with half-truths or exaggerate your stories to keep up. However, this is not a case of sitting back and hoping that the truth will magically triumph. Your job is to focus on your job, do it well, and make sure it’s understood.
Let’s start by getting grounded in the facts. Clearly record what you own, what you contribute, and the results you deliver. This is not about filing a lawsuit against your colleagues, but about eliminating ambiguity about your role and influence. Documents protect you.
Next, consciously consider visibility. In meetings, updates, and one-on-ones, it’s perfectly appropriate to state what you worked on and the results. Stay calm. In fact. No decoration. Too many talented professionals confuse humility with silence. But humility is a way of showing up, not a refusal to show up. There’s a big difference between bragging and being clear about your contributions.
A talented performer strikes a good balance between not being flashy but not being noticeable. They take responsibility for their work, give it due recognition, and move on. Leaders focus on that consistency. Trust is built over time, and managers rely on it to make decisions about assignments, promotions, and opportunities.
Here, I would like to say a word of nuance. Before you assume bad intentions, remember that confidence is not the same as decoration. If you don’t speak up and someone does, it’s your fault. But when exaggeration leads to misstatements that consistently impact results, accountability, or morale, it’s a management problem, not a competition you should try to win on your own.
Bottom line: Don’t be drawn into other people’s false narratives. Please do your job well. Be clear about your contribution. Stick to the facts. Flashy stories disappear. The results last. Because in the long run, organizations tend to reward people who actually do the work.
The views and opinions expressed in this column are those of the author and do not necessarily reflect those of USA TODAY.
