Transparent leadership, in practice, is neither easy nor simple. It can be painful, exhausting, and even risky. Leaders often find themselves in complex situations – people become unpredictable, changes explode one’s best intentions, and business strategies necessary for survival require outrageous speed over rough terrain for long periods of time. Adding transparency to the mix may seem a daunting task.

Leaders who are successful at transparency tune into a sense of how much and what information others can handle effectively and to deliver that information in honorable, caring, and respectful ways. This kind of leadership takes a lot of courage and know-how. The courage must come from within, whereas the know-how comes from sources outside yourself.

If you’ve already read The Transparency Edge, then you’re off to a good start. But what’s next? How will you determine what others perceive to be your current level of performance in transparent leadership? What will be your action plan for improvement?

To help you begin developing – or sharpening – your transparency edge, we suggest you explore this website, particularly the “Solutions” and “The Assessment” sections.

Keep exploring.