Transparency: Creating a Culture of Candor

“If you tell the truth, you don’t have to remember anything.” – Mark Twain

This quote came to me when I picked up “Transparency: How Leaders Create a Culture of Candor,” which I had ordered from a bookstore. However, I was surprised and taken aback by the book. It is quite thin, especially for a business book. How could a book with only 130 pages effectively cover such an important topic? Fortunately, I was pleasantly surprised by the content.

In a world where facts are often challenged and beliefs outweigh evidence, transparency is more important—and more difficult—than ever. Yet for nonprofit organizations, it’s not optional. Transparency builds integrity, and integrity is what protects mission-driven organizations in turbulent times.

This little book with its many authors, Warren Bennis, Daniel Goleman, James O’Toole, and Patricia Ward Biederman, makes a strong case for transparency. Not only does it impact an organization’s integrity, but it is also better for everyone. Citing examples from the Iraqi war to airplane cockpits, they explain how culture is key to building and implementing this important value.

A great example of this was the disastrous decision by the Kennedy administration to invade Cuba in 1962. Known as the Bay of Pigs incident, strong leaders and advisors surrounding the president edited out any details contrary to the plan. This is now considered a classic example of “groupthink” where all involved go along to get along. In my experience, nonprofit leaders are particularly susceptible to groupthink. In general, contrary opinions are suppressed. Instead, they go unvoiced to avoid conflict.

To counter this, it is imperative that nonprofit leaders encourage discussion, debate, and divergent opinions. We grow stronger through our diversity of thought and experience. Board members in particular should always be encouraged to speak up and engage. The fiduciary duty of care demands it.

Transparency can also be threatened when a dominant leader favors control over collaboration, sidelining open dialogue in favor of a singular perspective. The authors cite Mao Zedong and Douglas MacArthur as two historical figures who operated with this mindset. While this situation is not as common in nonprofits, it can occur. And, the solution is the same. A culture of openness and candor has to be fostered and maintained.

The good news and bad news is that changing organizational culture is hard. Unfortunately, the book does not lay out a clear, step-by-step, process for creating a culture of transparency. Perhaps that is because none exists. I would suggest starting with a series of questions to ask yourself and your board of directors.

• Is transparency encouraged?

• Is it included in your organization’s list of values?

• Are contrary opinions and perspectives openly expressed?

• Are all options considered?

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A transparent organization is a stronger organization. Secrets make us vulnerable. Start by asking the right questions—and keep asking them. The more we bring into the open, the more resilient we become.