“Being Transparent is the opposite of hiding an agenda, protecting one’s ego, or being insincere. At the same time, transparent leaders are strategic about information and share it with purpose and integrity.”
Excerpt from, The Cycle of Transformation by Deb Siverson (that’s me!)
I have a dear friend who recently gave me some feedback. She was direct, bold, and loving. She shared a perspective I needed to hear. In those moments following her feedback, I remember thinking how grateful I was to have someone that cared that much. I checked in with myself to see if I felt defensive, nope, just ready to explore this idea. Because of her willingness to invest in my success, I’m paying special attention to ways that I complicate messages rather than keeping them simple. While she knows me fairly well, I suspect she gauged my openness and readiness to receive the information. Regardless, she easily could have side-stepped having this transparent conversation as she had nothing to gain by revealing her thoughts. But I had something to gain, and my loyalty and trust in our relationship increased because she gifted me with valuable information that could help my effectiveness.
Being transparent with others is as much an internal as an external skill. I imagine our ego mind working behind the scenes and planting seeds of doubt with questions such as:
- What if I share my thoughts honestly, will others be on my side?
- Is it better to go along, to get along with the majority?
- If I share this juicy information will others hold me in higher regard?
Being transparent is not about being an open book. As leaders we must always focus on our impact. What are we moving ourselves and others toward? At the same time we don’t share information or withhold it as a way to manipulate power. We share information with integrity and in a purposeful and meaningful way. We share as needed to unleash the power of others.
There is a distinction between being transparent and being your authentic self. We can be authentic and still discerning about what we share and when. Giving information because we need to process our own experience can be ill-advised depending on the audience. Being intentional about what others need to know in any given moment is a good practice, and at the same time we have to be aware of over-protecting or coddling people.
If you thought transparency was about bearing your soul, I encourage you to reconsider. In summary, being transparent is about sharing information openly yet appropriately. Here are some guideposts that can help you consider how transparent you are:
- Are you congruent between your inner and outer self; no pretense?
- Do you create meaningful, real connections with team members?
- Would you consider yourself sincere in word and deed? Do you walk your talk?
- Can you clearly and respectfully communicate both good and bad news?
- Do you reveal personal information within the context of work, and on a need-to-know basis?
- Can you responsibly share true opinions and emotions?
- Do you ask for feedback about your performance?
- On a scale of 1-10 (ten being extremely comfortable) how comfortable are you at owning up to mistakes?
If you want to learn more about transparency, contact me at 303-238-9733 or email me at firstname.lastname@example.org.
If you like this blog, I think you will like my book the Cycle of Transformation. Available now!
Deb Siverson is passionate about helping organizations drive results through connected and transparent conversations in the workplace. She is the author of the book, "The Cycle of Transformation: igniting organizational change through the leader coach." Deb's expertise includes organizational performance consulting, design and delivery of leadership development programs, customized team development, and individual and systems coaching. Deb holds a BS in Business from Regis University and an MS in Organizational Leadership from University of Colorado-Boulder. She serves on the board of the Colorado Women’s Chamber of Commerce.View All Articles
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