PM ADVISORY:

The Case for Transparency: Ten Reasons Your Company Should Keep No Secrets from Employees

Do your employees really know what’s going on with your company? And don’t be worried that they can’t handle the truth. Here are some convincing reasons to create a culture of transparency—starting now.

By Quint Studer

The economy may be improving—inching upward degree by painful degree—but employee moods aren’t following the trend. (And with bleak news bombarding the airwaves daily, it’s no wonder.) Perhaps you’ve noticed that people seem anxious and distracted, either hiding out in their offices or aggressively vying for credit in an attempt to shore up their positions in the organization. It’s obvious everyone is worried: Are layoffs imminent? Will I have a job next week? In fact, will the company even survive the year?

If you’re like most executive-level leaders, you have a pretty clear picture of the state of your industry, the context you operate in (a.k.a. the external environment), and the financial health of your company. And you’ve likely wondered: How much should I tell them about what’s really going on behind the scenes?

The answer is simple: the more the better. (And there really shouldn’t be a “behind the scenes”!)

Leaders have talked about transparency for a long time, but it’s never been more important than it is now. Remember, we share information with employees for a couple of reasons: one, it’s the right thing to do, and two, it’s good for business. And most companies can use every possible edge these days.

If your company doesn’t have a culture of openness and free-flowing information, now is the time to move in that direction. Here are some reasons why you should embrace transparency:

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About the Author Quint Studer Author Quint Studer not only teaches it, he has done it. After leading organizations to breakthrough results, Quint formed Studer Group®, an outcomes firm that implements evidence-based leadership systems that help clients attain and sustain outstanding results. He was named one of the “Top 100 Most Powerful People in Healthcare” by Modern Healthcare magazine for his work on institutional healthcare improvement. Studer was named “Master of Business” by Inc. magazine. He is the author of BusinessWeek bestseller Hardwiring Excellence: Purpose, Worthwhile Work, Making a Difference; 101 Answers to Questions Leaders Ask; Wall Street Journal bestseller Results That Last: Hardwiring Behaviors That Will Take Your Company to the Top; and Straight A Leadership: Alignment, Action, Accountability. For more information, visit www.studergroup.com. Straight A Leadership: Alignment, Action, Accountability (Fire Starter Publishing, 2009, ISBN: 978-0-9840794-1-4, $28.00) is available at bookstores nationwide, major online booksellers, and directly from the publisher by calling (866) 354-3473. Copies also can be purchased online through the Studer Group website at www.studergroup.com.