The Transparency Edge: Why Open Leadership Drives Real Results
As a consultant, I must trust that organizational leadership has shared all the information I need to provide the appropriate guidance and deliver the right product or resource. However, for some reason, I almost always find skeletons in the closet or stumble upon an important piece of vital information that is 99.9% of the time essential to the success of the project at hand. When we think about leadership, especially at the executive level, transparency often sparks debate. For many C-suite leaders, being open about the REAL reason for a project, challenges they may be facing, tough decisions they have had to make, or even the occasional missteps swept under the rug feels counter to the traditional expectations of leadership. Leaders are taught to exude confidence, make tough calls, and provide direction. However, my experience has shown that leaders who keep secrets do it because they feel more powerful, giving them an edge over their subordinates. It becomes a part of the power dynamics they will never admit to.
BUT, here’s the paradox: when transparency is absent, organizations often suffer. Lack of transparency is not a power play but a sign of weakness, insecurity, and a red flag indicating the individual or organization can’t be trusted!
As a consultant, I’ve seen firsthand how the fear of transparency can hold organizations back. Executives often worry that sharing information and truths could undermine their authority, loss of power, create uncertainty among employees, or make them vulnerable to criticism. These concerns are valid—leadership isn’t about airing every detail or showing vulnerability. But it’s equally valid that withholding information comes with risks of its own: mistrust, disengagement, a lack of alignment across teams, and even a lack of ownership and responsibility among employees.
The Power of Transparency
Transparency isn’t about over-communicating or exposing every nuance of a problem. It’s about intentional, honest communication that fosters trust. Employees and stakeholders want to feel informed and included, especially during change or uncertainty. When leaders take the time to explain the “why” behind their decisions, it does more than provide clarity—it shows respect for the people who are directly impacted.
I’ve seen organizations transform simply by making transparency a priority. Leaders who share their vision, even when it’s still taking shape, create an environment where employees feel empowered to contribute. Instead of hiding challenges or plans, transparent leaders invite their teams into the problem-solving process. This approach strengthens relationships, fosters innovation, and creates a culture of accountability.
The Cost of Silence
When leaders withhold information, even with the best intentions, it creates an environment ripe for misunderstanding. People will fill in the gaps with their assumptions, which are rarely positive. A lack of transparency leads to confusion, erodes trust, and ultimately undermines the culture leaders work so hard to build.
One organization I worked with faced significant operational challenges but kept the details under wraps, fearing that employees would panic or lose confidence in leadership. Instead, rumors spread, morale plummeted, turnover rates were through the roof, and productivity suffered. When the truth eventually came out, employees expressed frustration—not about the challenges themselves, but about being left in the dark. Transparency wouldn’t have eliminated the challenges, but it would have built trust and galvanized the team around a shared goal.
Transparency in Action
Implementing transparency at the C-suite level requires a shift in mindset. It’s about moving from a “need-to-know” culture to one where communication is seen as a tool for engagement and empowerment. Here are a few practical ways leaders can embrace transparency:
Share the “Why”: Explain the rationale for making a tough decision or pursuing a bold initiative. Employees may not always agree, but they’ll appreciate the insight and feel more connected to the process.
Admit Uncertainty: It’s okay not to have all the answers. Acknowledging uncertainty can humanize leadership and encourage collaboration. It shows that leaders value input from their teams.
Address Challenges Directly: Avoid the temptation to sugarcoat or obscure difficult realities. Being upfront about challenges allows employees to rally around solutions rather than wasting energy speculating.
Communicate Regularly: Transparency isn’t a one-time act—it’s an ongoing commitment. Frequent, clear communication builds credibility over time.
Listen and Respond: Transparency is a two-way street. Create spaces for employees to share their concerns, ask questions, and provide feedback. Listening is just as essential as speaking.
What Transparency Is Not
Transparency often gets misunderstood, leading to poor execution or resistance. It’s essential to clarify what transparency is not to avoid common pitfalls:
It’s Not Over-sharing: Transparency doesn’t mean sharing every detail of a decision, problem, or process. Leaders must discern what information is necessary and helpful for their teams. Over-sharing can overwhelm employees or distract them from the bigger picture, making it harder to focus on solutions.
It’s Not Negativity: Being transparent isn’t about airing grievances, venting frustrations, or pointing fingers. It’s about constructively framing challenges that foster problem-solving and alignment. Focusing only on the negative can create a culture of fear rather than trust.
It’s Not Losing Authority or Power: One of the biggest misconceptions about transparency is that it weakens leadership or results in a loss of power. In reality, sharing challenges or uncertainties doesn’t undermine a leader’s authority—it builds trust and invites collaboration. However, leaders must balance openness with explicit, decisive action. Without this, transparency could lead to a perceived loss of control or direction.
It’s Not One-Sided: Transparency isn’t just about what leaders share with their teams—it’s also about listening. True transparency fosters dialogue and ensures employees feel heard, valued, and engaged. It’s not about speaking to people but creating a two-way conversation.
It’s Not an Excuse for Poor Decisions: Openness about mistakes is essential, but transparency shouldn’t be used to justify repeated missteps. Leaders must pair honesty with accountability and a commitment to learning from errors. Otherwise, transparency risks becoming a shield for poor decision-making rather than a tool for growth.
By understanding what transparency isn’t, leaders can avoid the traps that undermine its value and instead use it to build trust, engagement, and lasting organizational success.
Courageous Leadership
Transparency takes courage and vision. It requires leaders to challenge traditional notions of authority and embrace vulnerability as a strength. It’s understanding that it’s not about losing power but about empowering others; the rewards are profound. Transparent leaders build stronger teams, foster loyalty, and create organizations where people are inspired to do their best work.
So, here’s my question: What would happen if transparency became a cornerstone of your leadership? How would your teams respond? How might your organization grow?
