In a world where volatility and rapid change are the norm, leaders must learn to balance seemingly opposing forces. The upcoming book, SHIFT: Leading from the Future – co-authored by Mike Straw, CEO and founder of Achieve Breakthrough, and leadership expert Paul Adams – explores the critical mindset shifts needed to navigate today’s complex business environment. Over recent weeks, we’ve been publishing articles that dive deeper into some of the book’s core themes. Here we look at why openness, vulnerability, and ‘holding nothing back’ can build trust, unlock team potential, and drive sustainable success in uncertain times.
Today the foundations of effective leadership are constantly being redefined. Every day brings new challenges; old certainties deliver little value when tomorrow looks nothing like yesterday. Leadership qualities like strategic thinking and decisive action remain crucial, but openness, vulnerability and a willingness to put yourself at risk are increasingly important ways for leaders to embrace uncertainty and thrive amidst unpredictability. We are seeing a more fundamental shift emerging from the ‘radical transparency’ that came to prominence in the early part of the century. Leaders that make the conscious move from ‘withholding’ to proactively sharing as much as you can, including doubts and concerns, all the time. In times of change and challenge, the transparency of leadership reveals the true strength and resilience of an organisation.
Hold nothing back
Transparency, in its essence, is about ‘holding nothing back,’ sharing information, opinions, and even vulnerabilities openly and honestly. While the concept might seem straightforward, the opposite, withholding, remains surprisingly prevalent in organizations. Withholding, defined as holding back specific information or opinions, can stem from various sources. Fear of judgment, concern about the timing, a belief that one's input won't make a difference, or even simple politeness can lead individuals and leaders to keep parts of themselves or their insights hidden.
However natural the inclination to withhold might be, it can breed a “conspiracy of inauthenticity” within teams and organisations. In such environments, individuals share a tacit agreement not to call each other out even as they recognize that they and their colleagues are not being entirely genuine or honest. Issues and concerns are left unspoken, difficult conversations skirted and authentic responses suppressed. At its worst, this can cultivate cultures of “wilful blindness” as powerfully explored by Margret Heffernan in her books and TED Talks. Here critical information is deliberately overlooked, often with significant implications for the organisation, its customers and stakeholders. Withholding is particularly dangerous during periods of transition and uncertainty, which feels like the everyday reality for many organizations today.
As we outline in our book SHIFT: Leading from the Future, the agile and flexible management approaches required in today’s volatile business context necessitate greater transparency, not less. Fluid teams, matrix structures, and influence networks thrive on open communication and trust. When individuals feel they need to “keep their heads down” by withholding their true thoughts and feelings, it undermines commitment, limits diverse thinking, and ultimately defeats the purpose of adopting more flexible structures.
So, how do leaders make this crucial shift from withholding to transparency? Here are four key steps:
Transparency starts at the top. Leaders must model openness and honesty in all their interactions. This goes beyond simply sharing plans and decisions; it involves a fundamental commitment to withholding nothing. This includes admitting when you don’t have all the answers. Expressing doubts, sharing unanswered questions, and highlighting inconvenient information might feel like vulnerability, but in reality, withholding these concerns demonstrates a lack of true commitment. Effective leaders are those willing to look unsure if it means uncovering the best ideas and defining breakthrough outcomes.
Of course, leaders are privy to some things that cannot and should not be shared. But if there is confidential information that cannot divulged, be upfront about it and provide as much context as possible to address concerns. By leading from the front and demonstrating what withholding nothing means, leaders create a context of psychological safety that encourages others to do the same. This bravery, while sometimes uncomfortable, fosters deeply aligned and committed teams that deliver exceptional results.
Establishing transparency cannot be a one-time event but must become an ongoing process. Just as new team members need to be onboarded properly, leaders must continually check in with their colleagues, reaffirming shared goals and maintaining open communication. Remember, what’s not said is what’s withheld; explore why and help remove barriers to transparency. Actively searching for hidden preoccupations within yourself and the team brings issues to the surface and encourages full transparency.
We often, unconsciously withhold our expectations, assuming others understand what is needed. This can lead to disappointment, confusion and conflict. To foster transparency, make a habit of clearly articulating expectations and inviting all team members to do the same. Use a precise language of requests and promises to clearly define and articulate what each party needs and can deliver. By being clear on what you will do and what you need from others, you build trust and extend influence.
While no one welcomes setbacks, they offer invaluable opportunities to build transparency. Leaders should seek out breakdowns as opportunities for open, honest, fact-based discussions. During these moments, refrain from blame and criticism and instead explore the subtle withholdings that often go unchallenged during business as usual. The process of uncovering what’s needed and what’s missing when searching for the root cause of a breakdown provides a perfect framework to encourage transparency.
The courage to be vulnerable
The shift from withholding to transparency is not easy. It requires courage, a willingness to embrace vulnerability and put yourself at risk as an individual as well as a leader. However, it is fundamental to building trust within teams, across departments, and with external stakeholders. Choosing transparency allows individuals to bring their whole selves to the workplace, positively impacting their well-being and the performance of the team. By taking personal responsibility to challenge your own withholding and bravely share your inner voice, you not only foster transparency but also cultivate a trusting and supportive work environment. In today’s complex and ever-evolving landscape, the power of open leadership, built on a foundation of unwavering transparency, is the key to unlocking true organizational potential and achieving sustainable success.