Transparency has joined the ranks for organizational jargon, shared widely but often without much thought or clarity as to exactly what it means. There are undoubtedly a wide variety and number of items that should not, and in many cases, legally cannot be shared with others. Organizational transparency and leadership transparency are not absolute. So, when it comes to being transparent, or, as I prefer, honest, it is important to think about what that means and set expectations with those you work with regarding what that means. One person’s transparency is another person’s secrecy. So rather than a blanket declaration of transparency a la Michael Scott, I challenge you to be clearer and more intentional in clarifying how you define it. And in that same spirt, how you can increase that honesty to strengthen yourself as a leader to ultimately strengthen your team.
- Be more honest about hiring- Let candidates know ahead of time what the hours, compensation, and hiring process are. During the hiring process, do not try to paint a proverbial picture of an organization that you are not. Let them know as best you are able what it is like to work there. Include their own supervisor and / or who they will be supervising in the interview process. Be honest with the wonderful things about working with you and some of the challenging ones.
- Be more honest about money- Do not tell new hires that you that you are offering the highest amount possible if you are not. Do not tell new hires that there is no room for negotiation if there is. Further, honesty is more than not lying. It is offering information that could be helpful. It is…okay, fine, transparency. A new hire might not negotiate when there is room to do so, or they might ask for less than what you are willing to pay. Why not just pay what you are willing to pay?
- Be more honest with about performance- Fear of feedback runs deep on either side of that feedback table. There are lots of reasons for this, not the least of which is people’s reluctance to engage in truly meaningful feedback because of their fear around it. Most of us go about feedback in a way that is not effective, so of course most of us do not like it. But as a leader, it is your responsibility to let people know what is expected of them and when they are not meeting those expectations. Performance reviews, promotions, firings, should not be surprises or secrets. People should know when they are on track and when they are not.
Even more impactful are those feedback conversations I call the “spinach in the teeth” scenarios where, what someone is saying or doing is not affecting their performance per se but that it is alienating other people in a way that will undoubtedly affect their careers. This can be anything from how they are perceived to their personal hygiene. Incredibly difficult, and potentially life-changing conversations to have.
- Be more honest about what you need- Half of staff say they do not know what is expected of them at work. This leads to most other problems that occur. It is your job as the leader of your team to make it absolutely clear what is expected, how and when. If those expectations are not met, the first question you need to ask is if the expectation was clear.
Additionally, when it comes to what you need from your own supervisor, from your colleagues, partners, and everyone else you work with, you need to be upfront and clear. You cannot begrudge people for expectations they were not aware of.
- Be more honest with yourself- Do you really want to be a team leader? What is your motivation? This is a question you should ask yourself throughout your leadership journey. The answers are likely to change over time. Where are you getting in your own way? Where are you getting in your team’s way? What are your biases that are showing up? What are your biases that you have no idea about? These questions require a deep level of self-reflection and can be supported by working with mentors, coaches, and trusted colleagues.
Every day provides a new opportunity to operate with integrity and honesty. Too often, fear or deception get in the way of doing the good work we are called to do. As a leader, it is your opportunity and responsibility to lead by example and to expect the same from those around you.
