When performance is visible, accountability follows. Being transparent with goals and outcomes achieves alignment and clarity. It demonstrates progress. It shows which people and areas are performing the best. Transparency puts performance in the light. This reduces gossip, excuses, and misinformation.

For example, a leader is not doing well in customer satisfaction. They feel the issue is the measurement tool or the staffing model. When the overall results are shared, it is evident that other leaders’ areas are performing much better. And they have the same measurement tool and staffing model. This makes it evident that blaming other things for one’s performance is just making excuses. It’s best to spend the time getting better.

Transparency doesn’t just expose performance gaps; it also raises questions about how leaders respond to them. “Fair” and “equal” are not always the same. Maybe you have heard the statement “That person is her favorite” or “This person gets special treatment.” My experience is that these comments are often directed at people who are performing very well. I have seen executives be cautious about recognizing people because they worry that others’ feelings may be hurt. In fact, it is unfair to hold back on recognizing people who are performing well because others may get upset. Or the opposite takes place: A person who is underperforming or not living the standards is not being held accountable. Fairness is consistency.

A CEO had nine leaders in similar roles. Two of them were getting stellar results. I suggested that at the next department meeting, the two leaders achieving excellent results be recognized. By this, I meant to share the results and recognize the leaders and the teams for achieving them. He balked at first, due to concerns about upsetting the other seven leaders. But he did it. The next month, four of the leaders were now achieving the results needed to be recognized. In a few more months, all nine leaders were recognized.

Recognized behavior gets repeated. It leads to others’ doing what is being recognized.

A few learnings:

• There are teachers everywhere. When the student is ready, the teachers appear. The two recognized leaders didn’t just get results. They became the models the other seven were finally ready to learn from.
• Accountability creates students. An organization had a best practices department. It existed to help people be better. It received few calls. Once the organization tightened up on accountability, the department became very busy.
• Those being recognized will sadly deal with some jealous coworkers. However, it will be short-term. Because of transparency, it will become evident why this is taking place. And most likely, the person spending energy on jealousy will not be in the company much longer.

I am sure you have many actions you have found helpful in building transparency and accountability. I would love to learn from you.