Stop Saying “I’ll Be Honest With You” — You Already Should Be

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Have you ever heard someone say in an interview, “I’ll be honest with you”? It sounds harmless — even well-intentioned. But in corporate communication, especially in high-stakes interviews or sensitive topics, it’s a quiet trap. One that can slowly erode your credibility without you even noticing.

Because if you're being honest now, what does that imply about everything you said before?

This isn't about semantics. It's about perception. And perception, in communication, is everything.

The Danger of Implication

In corporate comms, we don’t just deal in information — we deal in signals. Every word we use is loaded with implied meaning. That’s why phrases like “To tell you the truth”, “Let me be frank”, or “If I may be honest” are more dangerous than they seem. They trigger doubt. They make your audience — whether it's a journalist, a stakeholder, or the public — question your previous words.

There’s a term for this: conversational implicature. It comes from the field of psychology and linguistics. Philosopher Paul Grice explored how listeners interpret meaning not just based on what is said, but on what is implied. And once you understand that, you’ll never use filler phrases the same way again.

Grice also established the maxim of quantity — say just enough, not too much. Don’t add unnecessary qualifiers that introduce hesitation, doubt or ambiguity. Because in a media interview or crisis moment, ambiguity becomes fuel for reinterpretation.

Words Shape Trust. Always.

In my career — from managing airport shutdowns during social unrest in Chile, to guiding public affairs during technology rollouts across Europe — I’ve seen first-hand how precision in language can make or break trust.

I’ve trained CEOs, politicians and public figures to handle crisis interviews, and I always say the same thing: every word must work for you, not against you. And that includes the throwaway lines you don't even realise you're saying.

When a spokesperson says, “To be honest, this was unexpected,” the room hears: “Up until now, I’ve been strategic with my wording.”

When a leader tells media, “Let me be transparent,” the unspoken reaction is: “So far, you haven’t been?”

Language is not neutral. It builds or breaks trust — there is no in-between.

So What Should You Say?

Drop the qualifiers. Don’t announce honesty — demonstrate it.

Let’s say you’re being interviewed during a crisis — a power outage, a major tech failure, a backlash to a campaign. Don’t say: “I’ll be honest with you, this is a difficult situation.” Say: “This is a complex situation. There are three key points you should understand.”

That shift is subtle but powerful. It immediately signals composure, authority and clarity — not panic or defensiveness.

The same applies in written statements, internal emails, investor Q&As and press releases. Wherever public messaging is involved, the fewer excuses your words make, the stronger they will land.

Honesty Is Not a Phrase — It’s a Posture

Declaring honesty is like declaring humility — the moment you say it, it stops being believable.

In communication, honesty must be your baseline, not your pitch. If you feel the need to convince someone that you’re honest, you’re already on the back foot.

And if you're a spokesperson, a CEO, a minister or a country manager — you're not just representing a message. You're carrying a reputation. Yours, and everyone else's.

So be clear. Be structured. Be prepared. But above all, be honest without saying you are.