Tag: Professional Development

Written by Sharri Margraves, EdD, SHRM-SCP, Director of HR Organization and Professional Development.

In times of change, one word rises quickly to the top of every conversation: transparency. Leaders are told to be more transparent. Employees ask for greater transparency. Organizations claim it to be a cultural value. And yet—transparency can be one of the most misunderstood concepts in the workplace. During change, the gap between expectations and reality becomes visible. This is where frustration grows, and trust is tested.

At the end of the article, you will find a facilitation guide you can use for your own discussion guide or feel free to reach out if you need support.

Organizational change often exposes internal boundary conflicts, especially when leaders struggle to suspend judgment and approach concerns with curiosity. Feedback is data—meant to be considered, not dismissed—and effective leaders can truly listen, even when it’s uncomfortable.

Here are a few thoughts on transparency. What do you think?

1. Transparency Means Sharing Everything

Expectation: Employees often believe transparency requires complete openness and immediate access to all information, thinking this will lead to a fair and equal workplace.

Reality: Transparency involves sharing relevant and vital information while maintaining necessary confidentiality for legal, strategic, or privacy reasons. It’s about honesty and openness in decision-making and processes, not about information overload. It may lead to frustration if not properly communicated.

2. Transparency Eliminates Gossip

Expectation: Employees may assume that complete transparency will eliminate workplace gossip and rumors.

Reality: While transparency can reduce uncertainty that fuels gossip, it can’t eliminate it. Some level of informal communication will always exist, and transparency helps manage it by providing accurate information. Using the adage “THINK.” Is it True, Helpful, Inspiring, Necessary, or Kind to reduce gossip.

3. Transparency is a One-Time Achievement

Expectation: Employees might think that once transparency is achieved, it remains static and requires no further effort.

Reality: Transparency is an ongoing process that requires consistent effort, communication, and trust-building. It evolves with the organization and its dynamics; it is a product of the collective culture.

4. Transparency Equals Trust

Expectation: Employees may believe that transparency automatically creates trust among the team.

Reality: Transparency is a component of building trust, but it’s not the sole factor. Trust also depends on consistency, integrity, and the ability to deliver on promises.

5. Transparency Slows Down Decision-Making

Expectation: Leaders might think that being transparent with information will slow down decision-making processes because more people are involved. Conversely, employees often believe they should have a say in all decisions.

Reality: While gathering input can take more time, transparency typically leads to more informed decisions, stronger trust, and greater commitment to implementation. Employees should have a voice, but not necessarily a vote. To prevent confusion or frustration, leaders must clearly communicate the type of input they seek and the level of decision-making authority. Just be sure to avoid “the illusion of inclusion.” Don’t ask if you don’t really intend on using the input.

Examples of Clarity in Decision-Making:

1. Inform: “This decision has been made. Let’s discuss potential impacts, next steps, and any clarifying questions.”
2. Consult: “I’ve been asked to provide input. What will the impact be on our work or operations?”
3. Recommend: “Please gather input, assess impacts, and develop recommendations. I will make the final decision.”
4. Empower: “You are responsible for the decision. Let me know what you decide and how you plan to move forward.”

6. Transparency is Only Top-Down

Expectation: Employees may believe that transparency is solely the responsibility of senior leadership to communicate downward.

Reality: True transparency is a two-way street. It involves open communication across all levels of the organization, encouraging feedback, and fostering a culture of mutual openness. Feeling “safe” to brainstorm, suggest alternatives, and “agree to disagree” are hallmarks of a stronger culture.

7. Transparency Balance

Expectation: Employees might expect flawless, all-encompassing transparency.

Reality: Transparency involves balancing openness with practicality, and there may be periods when information is withheld for its sensitivity. Clarify that you will be transparent whenever you can.

8. Transparency reduces conflict

Expectation: Transparency will prevent or solve all workplace issues and conflicts.

Reality: While it helps in resolving many issues, transparency alone cannot address all underlying conflicts and organizational challenges. Building a culture of trust, in which transparency plays a role, ultimately enables us to have the hard conversations that drive greater effectiveness and positive work cultures.

9. Transparency equals access

Expectation: Transparency equates to immediate access to management and leadership.

Reality: Employees might find that transparency involves structured communication channels and scheduled updates rather than instant access. Access to senior leaders is inherently limited, and they rely on the organizational hierarchy to develop the skills and abilities needed to manage communications, information, and decision-making. Creating a culture in which information flows up the hierarchy to clarify, advance ideas, or discuss barriers and obstacles is critical.

10. Transparency eliminates ambiguity

Expectation: Transparent workplaces will have no “gray area.”

Reality: Even in workplaces with a high degree of transparency, ambiguity will remain as certain decisions and processes are complex and evolve. Help employees understand that there are rarely clear-cut situations—our work requires us to be comfortable with ambiguity. Adaptability takes practice and is one of the more critical skill areas for all leaders. And let’s be honest, we are not at our best self all the time. Allow space and grace, particularly during change.

Facilitation Guide: Transparency in Times of Change

Purpose

Align teams on expectations and realities of transparency during change.

Agenda (45 Minutes)

1. Introduction (5 min)
2. Review concepts (10 min)
3. Discussion (20 min)
4. Agreements (5 min)
5. Wrap-up (5 min)

Discussion Questions for Teams

• How are our current (or anticipated) changes impacting us?
• Where do we see gaps in transparency?
• What do we need more clarity on?
• What expectations should we reset?
• What norms should we adopt?

Sources:

M. Kalokora, A., & Lekule, C. (2019). Transparency in Higher Education Human Resource Management: Benefits and Challenges. Journal of Education & Social Policy, 6(4).

Moore, M. (2023, January 13). How Transparent Should You Be with Your Team? Harvard Business Review. https://hbr.org/2023/01/how-transparent-should-you-be-with-your-team

Salazar, M. (2017). Cornerstone: A Collection of Scholarly and Creative Works for “Let’ s be clear”: Exploring the Role of Transparency Within the Organization. https://cornerstone.lib.mnsu.edu/cgi/viewcontent.cgi?article=1718&context=etds

Written by Sharri Margraves, EdD, SHRM-SCP, Director of HR Organization and Professional Development.

I really disliked some parts of being a supervisor in a new land. It’s hard—harder than most people admit. You inherit systems you didn’t design, relationships you didn’t form, and histories you don’t yet understand. You’re expected to bring fresh thinking and respect what already exists. No leader is hired to keep things the same. That tension shows up quickly in one familiar phrase: “Because we’ve always done it that way.” It’s frustrating when change needs to happen and it feels like inertia will never give way to momentum.

For many leaders, especially those new to an organization, this phrase can feel like a wall—talk to the hand. It can feel bad—an excuse, a form of resistance, or even a challenge to authority. Too often, it gets repeated outside the room as shorthand for “they don’t want to change.” When that happens, the phrase stops being a catchphrase to connect with others and starts casting staff in a negative light among peers, colleagues, and senior leaders.

Here’s the reframe: Because we’ve always done it that way (BWADITW) is a valid answer. It just isn’t a complete conversation.

“We’ve Always Done It That Way” Deserves Respect

When someone says “BWADITW,” they are often communicating more than just a habit and not just trying to get you to “leave well enough alone.” They may be signaling:

• Historical constraints you haven’t seen yet
• Past attempts at change that failed—or succeeded
• Risk management in a regulated or high-stakes environment
• Efficiency learned the hard way
• Institutional memory that protects quality, safety, or trust
• Contract or laws that must be followed

BWADITW usually reflects experience, not defiance.

Organizations don’t survive by accident. If something has been done the same way for a long time, it likely solved a real problem at some point. Generally, the leaders who came before you did the best they could with the situation and resources at hand. Treating BWADITW as dismissive—or reporting it as obstruction—erodes trust and undervalues the people who carried the organization forward before you arrived.

Strong leaders don’t shut this down; they lean in.

The Missed Opportunity: Not Asking the Next Questions

The gap of frustration isn’t that someone said, “Because we’ve always done it that way.”
The gap is stopping there. When leaders don’t ask follow-up questions, three things happen:

1. Staff may feel dismissed and become less likely to share insights.
2. Leaders miss operational intelligence that could accelerate improvement.
3. Narratives form that position staff as resistant rather than knowledgeable.

BWADITW should be treated as an open door, not a closed one.

The Questions That Elevate Everyone

Here are a few simple, powerful follow-ups that increase collaboration and effectiveness:

• Does this still work well today?
  Signals respect for the past while opening space for evaluation.
• What works best about the current approach?
  Identifies strengths worth preserving.
• Where does this process struggle?
  Invites honesty without blame.
• If you could change one thing, what would it be?
  Empowers staff as contributors, not critics.
• What do you think our stakeholders would value most here?
  Re-centers the conversation on purpose and impact.
• What constraints should I understand before we consider changes?
  Demonstrates humility and systems thinking.

These questions do two things at once: They validate the work of those who have been there—and they create momentum for thoughtful improvement.

Quick Tips for Leaders When You Hear BWADITW

• Pause your reaction. Annoyance is a signal to get curious.
• Assume positive intent. Most people want the organization to succeed.
• Document what you learn. Institutional knowledge is an asset.
• Separate “always done” from “must be done.” Not everything old is sacred—but not everything new is better.
• Share credit. When improvements happen, name the people whose insight made them possible.
• Model how you talk about staff. How you describe these moments to others sets cultural norms.
• Change causes people to be fearful—what if you eliminate their job?
• Trust must be built over time. Building respectful cultures will help you get there faster.

Moving Forward Together

Honoring experience and driving change are not opposites. The most effective leaders do both—simultaneously. They recognize that progress doesn’t come from dismissing the past, but from building on it with intention. Remember the adage, slow is fast and small is big when thinking about improvements, aka “change”.

When leaders elevate their skill in these moments, they send a clear message:

• Experience matters
• Voices matter
• Improvement is a shared responsibility

BWADITW isn’t the end of the conversation. For skilled leaders, it’s the beginning of a better one. Remember that all improvements involve change, but not all change causes improvement.