Be Transparent
“Keeping the destination a secret only makes the journey more challenging” — Skip Gilbert
To be an effective leader we must be transparent in our actions and communications. If we can trust ourselves and be trusted by others, being transparent is a powerful thing. If we are not confident in our leadership skills or do not believe in our people, then this will be a difficult thing for us to do.
To be transparent as a leader has many different meanings, but put simply transparency is consistently behaving in a way that is predictable and authentic. This means no surprises. Transparency is making things clear. Being transparent does not mean being an open book
or telling everything we know. There are some things such as trade secrets, financial disclosures, negotiations and other common sense things that must remain confidential.
We need to disclose all that we can, especially if it impacts our resources or changes our direction. People want to know that their leaders have a direction, have experience with current challenges and have a solution or can describe the path to find one.
Our employees will quickly detect if we are not being fully forthcoming with them. They will conclude that there must be something bad we are hiding from them if we are not openly sharing. This will cause them to lose confidence in the direction and start to distrust the communications they are receiving from their leaders.
We need to share our vision and be prepared to sell the benefits of the future state with our teams. They need to understand where we are going. After all, they are the ones that are going to take us there. Keeping the destination a secret only makes the journey more challenging for others to know if they are doing the right thing.
Trust and transparency go hand-in-hand. Employees seek to sort out what is real and true. They expect their leaders to be forthcoming in sharing where the company is headed and honest about its future. They want transparency so they can understand where they fit in the picture. They first of all want to know how they are personally impacted and then ensure that the changes match with their values.
Transparency is a necessary condition for building trust. When we are not transparent people will fill the gap with their worst fears. In an information vacuum, people assume that it must be bad for them or they would be included in the conversation.
The digital age has changed the levels of transparency that people expect. Consistent transparency is the easiest way to build trust however it does not happen quickly. Email, videos, text messages and other social media can spread perceptions faster than we can redirect them. The only way to stay ahead of that rumor mill is to always be open and consistent in our message and keep the skeptics from dominating the conversation.
The reason some leaders are not transparent is because they believe they will be viewed as less authoritative; they will lose their power, leverage and perceived authority. It is challenging to be a leader and there are times when we may not have all of the information to make a perfect decision. Some managers fear that not being perfect will expose their weaknesses and they hide behind an information vacuum to make sure they are not exposed. None of us are perfect and always right. That is not a realistic expectation and when we are open and transparent, people can see our authenticity. That authenticity actually builds our credibility and makes us a more trustworthy leader in the eyes of those around us.
Employees will enthusiastically follow a leader who demonstrates a true desire to see people succeed. Employees need leaders who want the best for their team members and will do what they can to help employees achieve their goals. We need to show that we are invested in their success and that we are part of the team, not just the people in charge of it.
Effective leaders are confident in themselves, and they project that attitude to those around them. We need to respect the views of others and treat everyone fairly, never speaking negatively about anyone or discouraging them from trying new things.
Most employees want to do their best. They want to believe in their managers and they want their managers to believe in them. A mature leader conveys that we have a stake in individual and team success. Effective leaders continually have their teams’ perspective in mind. We need to create an air of authenticity around ourselves. We project an image of confidence and success that becomes contagious such that our team will willingly go in the direction we set.
It can be hard to measure if we truly are a transparent leader. Here are some questions to help us assess if we are being transparent:
- Do we genuinely express our thoughts and opinions?
- Does our message remain the same, regardless of the audience?
- When we can’t divulge information, do we help people understand why?
- Do we keep our commitments?
- Do we admit our own mistakes without blaming others?
- Do we ask questions, listen to the answers and new ideas?
- Do we value the feedback of others?
- Are we candid, open and honest?