TRANSPARENT
WHY IT MATTERS
Transparency means ensuring everyone in the organization knows what is happening. It means that no one is left in the dark. Transparency means being willing to share information, even if it isn’t good news. Leaders that are transparent nurture trust in the organization because people know where they stand, what is going on, and how to succeed. They know that if they are wrong, or something in the organization is wrong, they will know about it. Leaders that fail to be transparent engender a quiet disruption in the organization. They leave people wondering if their leader is dependable, if they themselves are trusted, and if they have the whole context of what is happening and why.
WHAT IT LOOKS LIKE
Leaders that are transparent want to give every person in the organization the knowledge they need to think and take correct action. They want people to know everything they know. They don’t hold back communication, be it good news or bad. They want each member of the organization to be on the same page and playing field. Because they are open and honest people don’t question their leaders’ motives, intentions, or trustworthiness.
Leaders that are transparent speak the truth. They want people to know exactly where they stand. They don’t tell people one thing to their face and then say something else behind their back. If they can’t say something to someone directly they don’t say it at all. They make sure employees know their strengths, weaknesses, where they are trusted, and how they can improve. They don’t let people exist in a false sense of reality. They strive to provide people accurate and piercing clarity.
Leaders that are transparent openly transmit communications across the organization. They put in place triggers, methods, practices, processes, procedures, and strategies for ensuring key information is spread from one side of the organization to the other. They create means to allow the most important communication to travel across the organization in an instant. They ensure people receive information when it is most relevant and actionable. They identify which information people need to know, when they need to know it, and the best way to share it.
Leaders that are transparent share their true thoughts and feelings. They don’t hold anything back, but they are careful with their timing and use tact. They are respectful and proper in how they express themselves, but they are also very direct in their meaning and intent. They place a higher priority on explaining their position than on playing to the political climate. They have the courage to say what needs to be said, when it needs to be said, in the very best way.
Leaders that are transparent teach others the importance of painting and sharing a clear picture of the facts. They encourage people to ask the questions “who else needs to know what I know” and “what do I know that could help someone else.” They hold people accountable for hoarding information that could help others, and thank those who go the extra mile to provide others the information they need to do their jobs well.
BELIEFS
SELF-REFLECTION
WORDS OF CAUTION
PSYCHOMETRIC 360 QUESTIONS
Transparency means ensuring everyone in the organization knows what is happening. It means that no one is left in the dark. Transparency means being willing to share information, even if it isn’t good news. Leaders that are transparent nurture trust in the organization because people know where they stand, what is going on, and how to succeed. They know that if they are wrong, or something in the organization is wrong, they will know about it. Leaders that fail to be transparent engender a quiet disruption in the organization. They leave people wondering if their leader is dependable, if they themselves are trusted, and if they have the whole context of what is happening and why.
WHAT IT LOOKS LIKE
Leaders that are transparent want to give every person in the organization the knowledge they need to think and take correct action. They want people to know everything they know. They don’t hold back communication, be it good news or bad. They want each member of the organization to be on the same page and playing field. Because they are open and honest people don’t question their leaders’ motives, intentions, or trustworthiness.
Leaders that are transparent speak the truth. They want people to know exactly where they stand. They don’t tell people one thing to their face and then say something else behind their back. If they can’t say something to someone directly they don’t say it at all. They make sure employees know their strengths, weaknesses, where they are trusted, and how they can improve. They don’t let people exist in a false sense of reality. They strive to provide people accurate and piercing clarity.
Leaders that are transparent openly transmit communications across the organization. They put in place triggers, methods, practices, processes, procedures, and strategies for ensuring key information is spread from one side of the organization to the other. They create means to allow the most important communication to travel across the organization in an instant. They ensure people receive information when it is most relevant and actionable. They identify which information people need to know, when they need to know it, and the best way to share it.
Leaders that are transparent share their true thoughts and feelings. They don’t hold anything back, but they are careful with their timing and use tact. They are respectful and proper in how they express themselves, but they are also very direct in their meaning and intent. They place a higher priority on explaining their position than on playing to the political climate. They have the courage to say what needs to be said, when it needs to be said, in the very best way.
Leaders that are transparent teach others the importance of painting and sharing a clear picture of the facts. They encourage people to ask the questions “who else needs to know what I know” and “what do I know that could help someone else.” They hold people accountable for hoarding information that could help others, and thank those who go the extra mile to provide others the information they need to do their jobs well.
BELIEFS
- The most basic level of respect you can show someone is to tell them the truth.
- People think they are protecting others by not saying how things really are, but that couldn’t be farther from reality.
- People can only make the right decisions and take the right actions if they possess the necessary context, data and facts.
- If you hedge and hide information you will quickly lose trust. People want leaders who don’t hold things back.
- Because communication doesn’t naturally flow between people leaders need to purposefully create communication strategies.
- Leaders should pause to think about who needs to know what they know, and what the best way is to share it.
- Information has a shelf life. The best information is meaningless if it becomes outdated.
- If you are transparent with others there is a greater likelihood they will be transparent in return.
- Share what you know with others.
- Make sure everybody is on the same page.
- Don’t hold back information from people.
- Be honest and truthful in all your conversations.
- Don’t procrastinate sharing bad news.
- Know what information is valuable to whom.
- Share innovations and best practices.
- Make sure everyone is in the loop at all times.
- Create strong communication channels.
- Be timely in your communication.
- Ensure the information your share is accurate.
- Put cross-organizational communication in place.
- Be honest in your portrayal of data.
- Ensure other leaders are communicating well.
- Give people what they need to make decisions.
- Make sure people know where they stand.
- Say what needs to be said at the right time.
- Don’t say one thing while thinking another.
- Share information across boundaries.
- Teach the importance of being transparent.
- Pass new knowledge to others quickly.
- Hold others accountable for being transparent.
SELF-REFLECTION
- Do I share with people what I know, or do I tend to withhold the information I have from them?
- Do I give people what they need to know in order to do their jobs, or do I fail to pass on critical information?
- Do I open up so people don’t question me, or do I guard information so closely people mistrust me?
- Do I tell people what I think about them, or do I say one thing in front of them and something else behind their back?
- Do I put in place processes to pass communication across the organization, or do I just hope it happens?
- Do I share information in a timely manner, or do I wait so long the information becomes irrelevant?
- Do I have the courage to say what needs to be said, or do I back down and fail to speak up?
- Do I hold people accountable for hoarding information, or do I allow them to form communication blockades?
WORDS OF CAUTION
- Don’t be so transparent that you inadvertently share things that you shouldn’t.
- Don’t share so much that you overload people to the point they can’t discern between what is important and what isn’t.
- Don’t be so open that people withhold information from you because they think you’ll share it with everyone else.
PSYCHOMETRIC 360 QUESTIONS
- The statement, “what you see is what you get,” describes me.
- Communication is the most important thing in any relationship.
- Withholding information from others can sometimes be a useful strategy.
- I take more time planning my communication than I do delivering it.
- No matter what the issue, I am quick to pull others in.