Openness, Candor and Respect

Finally, David felt as though key decisions were tainted by politics. When important decisions on things like promotions, compensation and other rewards are based on politics, it sends a clear message to those not in the select political group that they are not as valued as others. What can be more de-motivating?

As it turned out, my early "sit down" with David was very motivating to him -- even though my intended purpose had been quite different. He told me that it was the first time in his career someone opened up to him -- sharing details of the plan, the rationale behind it, and discussing specifically what was expected of him. This was a powerful message to me.

Yet what I came to realize in the ensuing years was that pursuing the principle of openness -- inviting everyone "inside the tent" -- presented challenges if it was not appropriately balanced by other principles. As more and more people are made to feel a part of the company, and in turn feel comfortable contributing their talents and ideas, conflicts will inevitably arise. What then becomes crucial is how those conflicts are ultimately resolved. Thus, in the successful pursuit of openness, two important corollary principles -- candor and respect -- must be a part of the operating environment.

Candor implies that ideas put forth will be dealt with in an honest and straightforward way. Decisions cannot be avoided because we want to minimize conflict; they cannot be made for political expediency; and they cannot be allowed to lead to personal animosity and in-fighting between people or groups. Instead, decisions must be made objectively -- based on their true merits and on what is best for the company.

Yet this candor in resolving conflicts can also lead to problems if not handled appropriately. The interaction that takes place between people in the resolution process must be firmly grounded in one unconditional principle -- personal respect. Ideas can and should be vigorously debated. However, that intellectual debate should never become a personal attack on the individual offering the idea or debating its merits. People and ideas should be kept separate -- such a notion facilitates both the creative process and minimizes the undesirable consequences of candid debate. There is nothing more de-motivating, both to the individual and those who observe the interactions, than the failure to demonstrate personal respect.

Since David was precisely the same person with precisely the same skills and capabilities, how do we explain the dramatic change in his performance? David’s motivation and resulting behavior changed because he was invited inside the tent.

Is engendering openness, candor and respect something that the CEO or business unit leader has to do alone? No, in fact it is everyone’s responsibility. But the business unit leader’s behavior will become the model followed by the rest of the organization.

Adhering to these three principles will go a long way in sustaining, rather than strangling people’s motivation and enthusiasm.