I made my company’s culture public. What happened to our business is here

I was checking in with my Seoul team walking and talk. The first meeting was very good, which is checked on iced Americans.

The second employee went and answered the same question in which I asked the word for his partner, the word. He used to trade texts in 75 seconds between meetings. The moment showed me: Internal information moves faster than the administration.

Employees now share everything, including their 360s. We can show that we control the story while employees share screenshot slack messages and salary data. Or we can guide by setting the terms of transparency ourselves. Culture through Glasdor, LinkedIn and Group Chats. Why not build with intention?

After experiencing transparency for thirteen months, I am learning the rules.

Related: My employee used to ask to increase AI. So I used to say AI not to say – what happened here after what happened

From construction products to public level construction culture

The developers launched a “public building”. He tweeted the revenue charts and joint prototypes GIFS. His transparency attracted consumers, created an opinion and made a trust of investors.

The company’s culture can follow the same path, with the same important difference: culture affects people, not on the code of conduct. The stake is fast. A software breaks the bug, you fix the code. Cultural transparency goes wrong, and you harm career, relationships and safety at work.

Start smaller and test everything

Treat each disclosure as a product feature. Start with the smallest public unit you can handle. Measure of effect. Repeat we tied our company’s values ​​on our website with specific projects. We showed how those values ​​operate.

Then we showed our salary band and was an open question and answer. The feedback was immediate. Employees praised where they stand, in terms of compensation. He identified questions about the quality of growth and development that we did not say.

Transparency is not a good thing. It is the only way to build confidence. Confident fuel team performance, maintain and honesty lips that strengthen organizations. When you experience transparency, you will make mistakes. In this place the next principle becomes important.

Related: Full transparency is higher than a morale booster – this is an important growth. This is the way to embrace it.

Humility as your operating system status

Humility is your main source. I share my leadership memories. Employees see that mistakes are common, not fatal.

Recent Examples: I posted the initial users renewal data in the silica without any context. Teams were terrified, handling the mood of the crisis. Within an hour, I followed the seasonal context and historical comparisons. I acknowledged my mistake and explained what I had learned.

Lesson: Add the story, not the number. Without the story, data produces anxiety, not insight. When you mess up transparently, fix it in a transparent manner.

Focus Performance Performance stops art

The risk of transparency of the company to become a performance with sharing for sharing. Treatment: Focus on relentless results. Find out how openness affects business measurements: project cycle times, employees’ satisfaction scores, glass indoor rating and maintaining rate.

We share monthly business measurements with the entire team, not just leadership. The team praises to join the conversation. Our employee Net Promoter’s score has increased by 12 %, though all rise is difficult to attribute to a change.

But keeping track of the results is just half equality. The other half is preparing your leadership team for a world where every conversation of them can be public.

Training leadership for a public era

This approach requires recovery managers. Old coaching models assumed closed doors. Now, tough feedback conversations re -emerge as screenshots in group chats.

We teach managers:

• State facts clearly without emotion.
• Speak yourself, not corporate agents.
• Document their decisions and why lead it.
• Suppose the conversation will be normal.

Related: How can companies develop leaders who actually present results

When to stop

Even despite experienced managers, there will be situations when transparency becomes contradictory. That is why explanation of clear limits is necessary.

We have laid the stop conditions. It is important to prevent the disclosure of active deals or employees’ safety risks. And we try to talk about more stains than active wounds.

People prefer to hear about the challenges resolved rather than the ongoing crises. Personalized personal conditions are severely revealed, but only after the resolution.

Transparency promotes confidence and alignment. This is not a religious commitment that controls safety and decision.

Not everything is in public. We distinguish transparency, which creates confidence in the exhibition that breaks it. Performance conversation is private. Without consent, public criticism is oppression, not culture. Leaf Discussions remain confidential until we inform the affected employees.

We distribute pay bands, not in individual salaries. We publish the promotion standards, not the candidate. We are transparent about strategic priorities, not M&A goals.

Test: Does sharing help our team make decisions, or create anxiety and speculation? Empowering transparency. It is not paralyzed.

Competitive advantage of transparency

The visual culture cannot be made fake. You make a workplace that you claim, do not write mission statements.

Candidates choose factual themselves, not marketing. People who are involved know what they are signing up for. Culture fit improves. Initial business decreases.

Ongoing experience

I don’t have the final blueprint. I have experiences, data points and belief that the company needs it. You do not create a culture to normalize it. You force it to build it. Your culture is already public. The only real question is: Will you form it or let you shape?

I’m still finding it. But I will build openly instead of showing privately.