The Case for Transparency in Leadership
Say What You Mean, Mean What You Say
By Jane Phipps
Melbourne, Australia
Featured on Medium.com
This is my second article in a series introducing the fundamental elements of my bespoke Heart-Centered Leadership model.
Transparency—what does it mean in leadership and in wider people dynamics?
In my last article, I discussed trust. If trust is the foundation of heart-centered leadership, then transparency is the light that lets people see clearly where they’re standing.
It’s the difference between a culture built on speculation and fear, and one where people feel safe, informed, and valued.
Transparency could be misunderstood as oversharing or dramatic honesty, but it’s really about clarity, integrity, and the courage to tell the truth—even when it’s hard, especially when it’s hard.
It’s how leaders communicate expectations, own mistakes, and build a culture of mutual respect.
I can guarantee that we’ve all worked with leaders who hoarded information to protect their power or to hold people back. Or worse, those who said one thing in meetings and another behind closed doors.
That kind of leadership doesn’t just create mistrust—it fractures teams and poisons cultures.
On the flip side, transparent leaders invite contribution, show people where they stand, and don’t pretend to have all the answers. They make it safe for everyone to speak up—because they’ve gone first.
The Transparency Line
Let’s start with a clarification: transparency is not about telling everyone everything all the time.
It’s not dumping your worries on your team or giving blow-by-blow updates for the sake of appearing open.
True transparency is grounded in purpose. It’s about being honest and consistent in what and why you communicate:
Mean what you say, and say what you mean.
It’s not always easy to find the balance between transparency and oversharing—I’ve certainly crossed that line myself—but I’d still rather err on the side of connection.
Here are some guidelines to help you stay on the right side of that transparency line:
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Share information that helps people do their jobs and make informed decisions.
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Be upfront about what’s working, what isn’t, and where there’s ambiguity.
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Name challenges without sugarcoating or spin.
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Communicate expectations clearly and revisit them often.
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Explain decisions without hiding behind jargon.
If you find yourself pretending something is “fine” when it clearly isn’t, gossiping in the guise of honesty, or withholding information to avoid discomfort—then you are no longer being transparent.
Leaders often withhold in the name of protection:
“I don’t want to worry the team.”
“This isn’t fully confirmed yet.”
“There’s so much happening—they’re change fatigued.”
But when silence creates a gap, people fill it with assumptions, gossip, and rumours—and those are rarely generous, and often hard to come back from.
Transparent Leadership Takes Courage
Transparent leadership requires courage—the courage to be seen, to be questioned, and to be accountable.
The Harvard Business Review article, “The Transparency Trap” (HBR, 2016), argues that while transparency fosters trust, it must be intentionally aimed at clarity and collaboration, not surveillance or performance.
If transparency is so important, why don’t more leaders lean into it? Because it feels risky—and it takes courage.
Many of us were conditioned to believe that leadership means control: controlling outcomes, information, and even emotions.
We learned to avoid saying “I don’t know” and to only show strength—even when we were unsure.
In these environments, transparency can feel like exposure. Imposter syndrome kicks in.
“What if I’m judged?”
“What if I lose credibility?”
“What if they think I don’t have it all together?”
I’ve been at the executive table and witnessed those in power lie to ‘save face.’
These fears are valid—but they’re rooted in an outdated leadership model that prioritizes image.
The better choice is to recognize that real trust isn’t built by pretending to have all the answers—it’s built by being willing to be seen and by being transparent.
To be brave enough to say, “I don’t know, but I will find out for you”—and then act on it.
Practicing Transparency in Leadership
Here are some ways to practice transparency in your leadership style:
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Set expectations and revisit them. Don’t assume people know what “good” looks like—spell it out and check in.
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Be honest about challenges. Saying “We’re facing a tough quarter” invites support and resilience, whereas hiding it invites fear and speculation.
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Share decisions—and the thinking behind them. Even when people don’t agree, understanding your rationale builds respect.
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Communicate frequently, especially during uncertainty. Silence creates anxiety. Regular updates— even short ones—create calm and confidence.
People already know when things aren’t okay. They feel the tension in the room, hear the whispers, and sense the gaps.
When you choose transparency, you replace anxiety with clarity and guessing with trust.
You show accountability—and that creates an environment where others feel safe to speak up, experiment, and lead from wherever they stand.
“In one organisation, I watched a senior executive lie to an entire team to ‘keep morale up.’
It backfired. Mistrust spread faster than the truth ever could.”
— From The Heart-Centered Leadership
That can feel vulnerable—but vulnerability is another leadership strength, and the subject of my next article.
Transparency Beyond the Workplace
Transparency isn’t just for team meetings or strategic updates.
It shows up in everyday moments—in how we respond to questions, how we share decisions, and whether people feel safe asking us for the truth.
In the workplace, transparency sets the tone for culture and underpins psychological safety.
In our personal lives, it builds trust, respect, and deeper connection.
Our most transparent relationships are those where people don’t wait for perfect words—they speak with honesty, clarity, and care, even when it’s uncomfortable.
They explain not only what they’re doing, but why—and they don’t leave you guessing how they feel or what they expect.
Practicing Transparency in Relationships
Here are some ways to embrace transparency in your personal life:
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Say what you mean, without blame. “I felt overwhelmed yesterday” is more transparent—and more helpful—than silence or sarcasm.
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Clarify your needs and boundaries with respect. People can’t honour what you haven’t communicated.
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Name your emotions honestly. Instead of shutting down or exploding, try: “I’m frustrated and I’m working through it.”
Whether you’re leading a team or nurturing a partnership, transparency helps people stop guessing and start trusting.
People don’t decide whether to trust you based on your intentions—they decide based on your behaviour.
That’s why transparency must start with you—not your policies, not your comms plan, but your presence.
Whether you’re leading a team or simply leading yourself through a tough chapter, how you show up sets the tone.
Final Reflection
As a final thought—how transparent are you with yourself?
Do you tell the truth about how you’re feeling, what you need, or where you might be hiding behind busyness or control?
Do you tell the truth to you?