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It maximizes a company's chances of success. As Warren Bennis notes in Transparency: How Leaders Create a Culture of Candor , this is particularly true "when the information in question consists of crucial but hard-to-take facts, the information that leaders may bristle at hearing—and that subordinates too often, and understandably, play down, disguise or ignore. For information to flow freely within an institution, followers must feel free to speak openly, and leaders must welcome such openness. Leaders who make it safe for people to speak up without fear of ruffling any feathers manage companies that promote total transparency.

Take Buffer , for example. This guides employees to always state their thoughts immediately and with honesty, and encourages them to share early in the decision process to avoid "big revelations. Another example of a transparent company is Asana , which makes a web and mobile application for team communication and collaboration.

The company thrives on a culture of transparency, and that makes its teams more productive.

ISBN 13: 9780470278765

In an interview with Fast Company , founders Justin Rosenstein and Dustin Moskovitz call it "transparency ' til it hurts. It's not a blame game. Of course, any business—not just technology companies—benefits from establishing a culture of candor. Take the legendary Zappos , for example. One of its core values is building open and honest relationships with communication.

  1. Brimstone Consulting;
  2. Antenna Impedance Matching.
  3. Transparency: How Leaders Create a Culture of Candor;
  4. An Unfinished Revolution: Karl Marx and Abraham Lincoln.

No group think here: The company embraces diversity in thoughts, opinions and backgrounds. On its site, where the company outlines its core values, the importance of communicating is emphasized: "We want everyone to always try to go the extra mile in encouraging thorough, complete and effective communication.

Another example is Namaste Solar , a solar panel installation company that promotes "Distributed Leadership" as one of its pillars of co-ownership. This is explained on the company's website as valuing "the unique gifts and perspectives that each individual contributes to our company; no one of us is as smart as all of us.

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  3. Napoleon and his Collaborators: The Making of a Dictatorship.
  4. Looking Awry: An Introduction to Jacques Lacan through Popular Culture (October Books);

Of course, a culture of total candor isn't without its risks and challenges. For one thing, it's not possible to make all information wide open, nor should you.

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Creating a culture of candor entails educating people to use information responsibly. For example, competitive information needs to be guarded, and the privacy of customers must be protected. If you're interested in creating a culture of candor, these additional guidelines can help:. Conduct a culture survey. Seek feedback on employees' perception of the company culture.

Transparency and Leaders Will to Create a Culture of Candor

Do people feel safe bringing up unpleasant truths or unsettling news? If not, what are their reasons for not doing so? Use the intelligence you gather to address any problems. Set the example. As with any values you're trying to instill in your company, it always starts with you, as the leader.

Transparency: How Leaders Create a Culture of Candor

Don't hoard information. This will send a clear message that you're taking this seriously. Designate a "Yoda. One of the techniques he suggests to encourage candor is to designate a "Yoda. Their job is to notice and speak up when something is being left unsaid, and to call out someone when their criticism is nonconstructive or disrespectful. Educate people on how to receive unsettling news. If a culture of candor is to succeed, all managers and other supervisory staff must abandon a "shoot the messenger" mentality. It's not easy to hear negative feedback.

You need to educate your people on how to handle an employee who candidly delivers bad news, even if it's about the manager's own department. The companies we see that have such policies emphasize the importance of respectful communication by either party. This is especially crucial if you have leaders who have narcissistic personalities.

These are people whose arrogance leads them to believe they know best and they refuse to listen to anything negative. Be open to a diversity of information sources.

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Leaders often have a tendency to rely on information from a few select employees. Those who have "the boss's ear" might have personal agendas, and you might end up with biased information. Contrasting opinions will help you see the different facets of important issues that you may have otherwise missed. Make sure you and your managers stay open to a number of sources of information from every corner of the company.

Transparency: How Leaders Create a Culture of Candor [Book]

For example, those closest to the customer, regardless of their level in the company, can provide valuable information to help you improve your products and services because they're getting feedback directly from the end users. Reward contrarians. In A Culture of Candor , authors James O'Toole and Warren Bennis provide eight recommendations for establishing transparency, one of which is rewarding contrarians—the brave individuals who point out imperial nakedness.

Value these people who challenge your assumptions and show you where you might be wrong. This needs to start with getting the right people on board. Cover has no visible wear, and the dust jacket if applicable is included for hard covers. May be very minimal identifying marks on the inside cover. Very minimal wear and tear. See all condition definitions - opens in a new window or tab Read more about the condition. About this product. Easy Tech Trend seabiscuit Categories Toys Other. Shipping and handling. This item will ship to Germany , but the seller has not specified shipping options.

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Includes international tracking Payments: Special financing available. An error occurred, please try again. Like New: A book that looks new but has been read. In Transparency , the authors-a powerhouse trio in the field of leadership-look at what conspires against "a culture of candor" in organizations to create disastrous results, and suggest ways that leaders can achieve healthy and honest openness. They explore the lightning-rod concept of "transparency"-which has fast become the buzzword not only in business and corporate settings but in government and the social sector as well.

Together Bennis, Goleman, and O'Toole explore why the containment of truth is the dearest held value of far too many organizations and suggest practical ways that organizations, their leaders, their members, and their boards can achieve openness. After years of dedicating themselves to research and theory, at first separately, and now jointly, these three leadership giants reveal the multifaceted importance of candor and show what promotes transparency and what hinders it.

They describe how leaders often stymie the flow of information and the structural impediments that keep information from getting where it needs to go.