Where Transparency Fits in Your Workplace Culture

Over the last few years, workplace dynamics between business leaders and employees have shifted tremendously. Some of these elements have come full circle (e.g., work-from-home and return-to-office initiatives), while others are still evolving. How you run and lead your business operations impacts who wants to apply to and remain within your organization. These philosophies reflect your culture and values.

One major aspect employees look for these days is consistent, strong communication. Some leaders might say to themselves, “I communicate just fine,” or “I tell them what they need to know.” That’s not the answer today’s employees are seeking. Such responses suggest a closed mindset—or a “my way or the highway” attitude—that today’s workforce won’t tolerate.

The modern workplace demands a new approach: one that values transparency, directness, and genuine investment in employees as people, not just a financial commitment. Leaders across industries are recognizing the critical need to adapt their strategies to meet these expectations. This starts with a willingness to be frank—honest, open, and direct—in all employee interactions. However, being frank or transparent isn’t a license to blurt out whatever comes to mind; it requires tact and emotional intelligence. When leaders invest time and energy in how they communicate with their teams, it builds trust—the foundation of any employer-employee relationship.

Building a transparent workplace further means: You’re building trust – Trust fosters engagement and retention. You spark creativity – Sharing more aspects of the business with your team often leads to great ideas from them. People volunteer challenges more freely – They’ll speak up with less fear of repercussions. You’ll likely stumble once or twice – But with practice, you’ll find the right balance. Your team will know who they can rely on – Especially when times get tough.

Deciding what to be transparent about requires careful thought. Not everyone needs to know everything about all business concerns. A well-rounded understanding within the leadership team about what to communicate—and who will deliver it—is essential. Most organizations adopt a “lead with one voice” approach to ensure consistency between what’s shared and what’s held back. Even one rung down the hierarchy, supervisors should know what’s okay to share and what isn’t.

Employees may still have questions and want to know more, but often those answers involve human resources topics, drama, or specific personnel matters that, frankly, aren’t their concern (e.g., disciplinary conversations, leaves of absence, reasonable accommodations, who’s getting what percentage raise, or who’s receiving the highest amount). Ultimately, preparing managers to practice transparency is as crucial as the act itself. Here are a couple of scenarios and potential solutions: 

Share news that affects people’s ability to do their jobs – For example: “We’re experiencing supply chain issues that will upset your customers. Here’s what we’re doing, and here’s how you can explain it to them.” Compare that to: “Bob just quit because he didn’t get along with Frank, so our outgoing shipments will take twice as long.” The first is helpful and solution-oriented; the second fuels drama and isn’t constructive. 

Let people know what you can’t share – For instance, confidential information, HIPAA-related details, or personal/private matters. Tell employees, “I know the answer, but I’m not at liberty to discuss it,” or “I won’t discuss it because it involves personal information.” You can add, “If you brought something sensitive to me, I’d keep it private too.” Curious employees are natural, but there’s a line between drama and what impacts work.

These conversations build trust. Over time, that reputation spreads beyond your organization—in a good way—helping you attract more talent. Employees love talking about their great workplace, but they’re just as vocal about toxic cultures. You decide which reputation you want.

Being frank goes beyond avoiding dishonesty; it’s about fostering trust and a culture of openness. It’s about showing professionalism and integrity in every interaction, paving the way for future opportunities. By prioritizing clear, honest communication, leaders can create a workplace where employees feel valued, respected, and empowered to make informed decisions.

Things You Can Do: 

Implement a Transparent Communication Standard – Establish clear guidelines for open communication at all levels. Encourage employees to share concerns, aspirations, and ideas without fear of reprisal. Demonstrate this safety—employees need to see they won’t be mocked or punished for speaking up. 

Conduct “Stay Interviews” – Beyond exit interviews, hold regular “stay interviews” or pulse checks to learn what keeps employees with the company. Use this feedback to address issues and reinforce positives. These don’t need to be long—short, in-person check-ins work best. Avoid bundling them with other topics; just connect. Try starters like: “Hey, I appreciate you coming to work today.” “What were you most excited about when you logged on this morning?” “Was there anything you were dreading?” “If I could do one thing to better support you as your manager, what would it be?” 

Provide Realistic Job Previews – During interviews or onboarding, offer candidates an honest look at the job—challenges and rewards included. For example: “It usually takes a month to learn all our acronyms, so don’t feel bad if you need to ask.” This ensures a better fit and reduces early turnover. 

Offer Flexible Transition Support – When an employee leaves, support a smooth transition. Giving them the cold shoulder isn’t the answer. Sending them off with good vibes might keep them as a fan, even if their goals no longer align with your team’s.

Sometimes, you hire the right person but for the wrong role. They may be too new to realize it, but discussing other roles or projects they might excel in (if available) can place the right person in the right seat, ensuring everyone thrives.

Leading with transparency shows your team they won’t get the typical corporate runaround. They’ll understand some things you can share, and some you won’t. Make it a habit to provide information that affects their roles and futures—good, bad, or neutral. Having those conversations now will earn their gratitude and that elusive “loyalty” employers crave. These steps prove you’re walking the talk when you claim a transparent workplace culture.

Looking to Learn More About Company Culture, Employee Engagement, or Leadership Development? Follow Build Better Culture on LinkedIn or visit www.buildbetterculture.com. Tom Schin is the owner of Build Better Culture. He helps companies solve culture and engagement challenges, strengthen employee retention, and coach managers into stronger leaders.