Corporate Transparency: Why is it hard?

Experts are a funny lot. We have a tendency to underestimate our understanding of the subject we study, because we know how much there is about it we don't know. At the same time we overestimate our knowledge about other subjects, because we already mastered one thing, and how different could it be? These feelings should be reversed, so we all need to keep our eyes on these personal biases when becoming more transparent. 

Transparency is all about trust. And not necessarily trusting that the audience is receptive or even friendly. At it's core the ability to be transparent depends on trusting one's knowledge and being secure that there is always something new to learn. There is always going to be someone that has complimentary knowledge to our own and these meetings can only be found by sharing information. Be ready for answers to come from strange directions. 

This is a highly vulnerable attitude to take because it opens a leader's thought and testing processes to scrutiny by anyone. The leader must then also be ready to educate any misunderstandings that can arise. 

It is easier to make decisions and announce them, rather than take the time to explain and educate others on their reasoning. Most leaders are willing to take questions, but they also want action. Even in most life or death emergencies being calm, having patience, communicating the issue to someone, and listening to feedback before taking an action will have a better result, both culturally and in the bottom line. 

This type stop and share transparency allows others to compliment and fully support decisions as they are made. An open and transparent mindset encourages buy in on the ground floor, creates solid foundation for the continuation of an action, and reassures employees during later periods of change. What is the first step to becoming more transparent? Setting an expectation to learn. Wake up in the morning and say "Great! Anther forthcoming opportunity for growth."