No More Guessing Games: The Case for Transparency at Work

I sat down to play a card game with my daughter the other day, and she literally made up the rules as we went along. She was emphatic about following the rules, getting upset when I didn't play right, and changing the rules when I did. While it was charming and adorable, some part of me was frustrated and annoyed because I realized that I've worked in places where the rules weren't clear and performance was rated according to criteria that nobody could articulate.

That wasn't fun.

Think about your organization. How is information handled? Is everyone in on it, or is it hoarded and used like currency?

Here are some signs that information is not flowing freely at an organization, and what you can do when you encounter them:

You hear exclusionary language

Information is shared with a select few without clear justification, and employees are told they don’t need certain details that may impact their work. You'll hear things like "need to know," "swim lanes," "above your pay grade," "we need to control the narrative," or "it's being handled at a higher level."

The problem with this kind of language and exclusion is that what's happening in your swim lane and above my pay grade isn't actually being handled at a higher level, and I'll need to know when it lands on my desk two weeks later with less time to resolve the issue. (Sound familiar?)

What you can do: Make a case (to someone with the information) for how the work you (and your team) are doing now is impacted by the information that's not being shared. Offer to be part of the solution to whatever they're trying to hide, cover, or obfuscate.

Decisions are made behind closed doors

Major changes are announced without input or warning. Or there was that one email one time three months ago that said something might be coming. But then radio silence for months until the change drops on your desk.

What you can do: Seek clarity on the information that you need - but without blaming or judging. (Instead of saying, "why weren't we consulted?!" you can indicate that "going forward, we have lots of value to add to decisions like this and would lovve to be part of the process.") And if decisions are regularly made without end-user input, if you have a strong enough relationship with one of the information holders, you can objectively (and blamelessly) point out the pattern you see of important decisions being made without input from those impacted.

It's unclear who owns what information

I worked at an organization that really struggled with this. The majority of the file server was open to everyone (some finance, legal, and HR stuff was off limits, but that's legit) but even so, it was impossible to find what you were looking for. When there's no central place to find documents, data, or processes (or that place is a hot mess salad), you end up having to track down “the person who knows” instead of accessing shared systems. This slows down you, them, and the whole process.

What you can do: Use some basic knowledge management practices like standardized naming techniques, documenting knowledge (so it doesn't just live in someone's head and leave with them), and doing post-mortems on projects to gather and share information on what worked and what didn't.

Silos are strong and cross-team collaboration is weak

When information isn't shared well (or at all), teams will guard their knowledge and rarely share updates with others. They will make decisions without involving or contacting people impacted by those decisions because the process of collaboration takes too long (though usually not as long as the process of re-work that comes when teams realize their mistakes). Projects then stall because one group holds the keys.

What you can do: Advocate for connecting with the people impacted, even if it's just once. Ask yourself (and others) who else should be included in the decision, and check to see if you're moving too quickly yourself and not weaving in others who could be helpful.

The rumor mill reigns supreme

When there is no transparency, people rely on informal conversations (and gossip, guesses, and rumors) to find out what’s really happening. I worked at a company once where new leadership came in and indicated that they were going to be making some real changes to the organization, and for six months, everyone worried about getting fired. (And then a lot of them did.)

When employees are left to guess at or make up information, they're less likely to give leadership (or whoever is hoarding the information) the benefit of the doubt. They assume the worst and trust goes down the toilet.

What you can do: If you need information, find trusted ways to access the actual source. When you hear gossip, either shut it down or point out that what you're hearing is a rumor or gossip, not the actual truth. Remind yourself and encourage others to seek out verifiable information, and share that when you have it.

Information is power

I worked at a different organization where one of my HR partners was the only one to meet regularly with the C-Suite. And she'd come out of those meetings puffed up like a rooster with so much knowledge (and, let's face it, tea) that she was insufferable. And she'd hoard it all to herself, doling it out as "need to know" met "swim lane."

HR always has secrets. Let's acknowledge that now. But holding back information from a partner you work with indicates that you don't trust that partner to keep that information confidential. And, potentially, that you enjoy the status of knowing something they don't.

What you can do: At the time, I complained to my boss. He didn't know me that well and hadn't yet understood my skill at reading people and dynamics, so he blew me off. But when her information hoarding came back to bite us in the ass, he apologized for not listening sooner. So find a trusted partner, advocate, or boss. Get coaching to address the situation or support in bringing it to light.

We can all be more transparent. We can tell the truth in a way that others can understand (see talk straight) and we can declare our intent and agenda. And when you're not able to share something, be clear about that, too.

You may be thinking, "but Kate, it's not their business." And you may be right. Maybe it is confidential, private or "need-to-know." But curious employees will make it their business, and giving them enough real and true information to shut down the rumor mill, promote clarity, and get them refocused on their work (and not whatever it is you're trying to keep from them) will make a huge difference.