I started my career nearly 40 years ago now and remember
my first job as if it was yesterday. What I distinctly remember from that time
is the transparent cultures that I worked in. I remember feeling part of the
organisation even as a young inexperienced graduate as the organisations leadership
made me feel a valued part of the organisation, where my thoughts and inputs
were actively sort by my manager on a reasonably regular basis.
Obviously there was confidential, high level information
that wasn’t so transparent, often until after the fact, but that didn’t bother
me, as I genuinely felt that I was a ‘cog in the organisational wheel’ albeit a
very small cog and part of both a small departmental team and a much larger
organisational team.
When I talk to employees today, however, they often tell
me that they feel that they are seen simply as a ‘warm body’ filling a position,
to do as they are told and do not feel that they are employed for their
thoughts and ideas. It seems, sadly, that transparency is not a business principal
that is embraced by many 21st century leaders. I wonder why?
There definitely seems to be a negative trend, back
towards command and control leadership which is really sad, as this leadership
approach does not build strong organisational cultures. Organisations that
encourage or turn a blind eye to this negative style of leadership may feel
that their choice is validated because they get the results they want – but
they naively don’t appreciate the cost in terms of ‘lost’ employer loyalty,
innovation, and performance. Because the allure of the power that comes with
the command and control style – these leaders blindly continue on their path,
believing that they are solely the ones who have any brains in the organisation
– and that employees are there to do as they are told; and not to think or
question ideas.
These command and control leaders fear transparency as
they believe it will show their weaknesses and shortcomings; and as individuals
who can’t stand solely on their ‘work record and skills’ need ‘power’ to keep
them in their leadership role – and the ‘perceived feelings’ that this brings.
Hence they avoid transparency and create a ‘brick wall’ between themselves and
the employees they ‘lead’ – allowing them to operate with perceived impunity.
In the end command and control might get results but it doesn’t get optimum
performance, sustained growth and innovation – business principles that are
vital in today’s cut throat world of business.
Because command and control leaders are rarely
transparent, this just fuels the distrusting culture even more, creating a very
negative environment for their employees who simply adopt a ‘survival’ culture
until they either find an alternative job or until they retire. Creating, in
the end, a lose-lose situation for everyone – if only these modern day leaders
had the courage to open their eyes and see it.
Transparency is the ‘competitive advantage’ between organisations
and leaders you want to work for and those you strive to avoid or escape from.
Transparency is one of the key elements of what organisational cultures should
be all about. For example some of the benefits of transparency include;
It opens up a trusting relationship between leaders and
employees;
It allows employees to contribute and innovate towards
clear goals and objectives – a win-win for everyone;
Employees feel part of ‘something’ and feel valued –
hence this helps with talent retention;
Day-to-day business discussions focus on genuine ‘pro-active’
honesty in all aspects of the work cycle – where, for example, mistakes aren’t
hidden but transparently embraced and actively learnt from; and
Transparency makes an organisation a ‘rich’ place to work
in, learn and develop your career.
It seems in today’s hectic global business environment
that too many organisations have let poor leadership become the acceptable norm
– often because once in place these leaders surround themselves with incompetent
people who will follow them and be the ultimate ‘yes’ men – pushing out the
best talent – but sadly still getting good enough results to remain in post.
It needs a strong CEO, with a strong board, to constantly
challenge and investigate their ‘real’ company culture rather than the one that
is portrayed by those in positions of power – as there may be a real difference
between perception and reality, which can have a huge impact on an
organisations future. A lack of transparency is like a cancer slowly eating
away and ‘killing’ the good parts of an organisation.
Often by the time organisations find out that their
middle management is not that good, it’s way too late to do anything about it –
as by now all the really good talent has already left.
Leadership comes from the top and hence so does
transparency. As a leader you need to ‘get out’ and meet you employees – have
genuine and transparent one-on-one chats with them to find out what the real
culture is like – and then you can more easily adapt and respond.
Just by getting out and having genuine, meaningful,
transparent conversations with your employees will go a long way to developing
a transparent culture; from there you can build a very special organisation.
Why not give it a go today, you won’t regret it…..
