Skip to main content

Practice Radical Transparency

Do you have regrets?

I have some interpersonal regrets that are so raw, so fresh, and so painful that they can immobilize me. I know that things will improve, that I will get beyond these changes, but they beg for examination and learning.

Even when we know what we're doing, there's no guarantee that we will do what we know is best.

The clearest example is in our conversations. So much is left unsaid. So much is caged and framed in quasi-positive screens in hopes of avoiding confrontation or discomfort. But we need that confrontation. We need to work through that discomfort. Whenever I have, my life has dramatically improved. When ever I have failed to speak both my heart and my mind, my truth at that moment, the result has lingered, faltered, and hurt.

As Susan Scott might say, "We're bigger than that."

I learned much from reading Susan Scott's books, especially Fierce Conversations, and from seeing her speak. I was even lucky enough to meet her briefly after one of her talks. When I applied what I learned from her, my business results improved and my relationships grew deeper and more meaningful. Not universally, but substantially.

When I got sloppy, when I forgot to continue to engage in achieving success one conversation at a time, things began to unravel. I held back what needed to be said. I filtered my intension with confusion and misdirection. It fooled none, especially not my significant other at the time.

My failure to speak my truth courageously and fiercely cost me that relationship. It has been my saddest, most profound loss. I will do anything to help other people avoid that heartache, that loss. Not with a magic wand. Not with therapy (although that helps). But by developing genuine, authentic, transparent conversations.

Say what you need to say, I beg you. Say it truthfully, sincerely, openly, and with compassion. Build on your strengths and develop the ones that are under exercised with the primary purpose of becoming and being the best possible communicator you can be.

No falsehoods. No lies. No deceptions. No unspoken truths kept to yourself because they might expose your uncertainty or confusion. Tell the truth.

I don't often post videos, but this one is powerful and brought tears of recognition to my eyes when Susan Scott reminded me of that powerful quote from Ernest Hemingway (The Sun Also Rises) "How did you go bankrupt? Gradually, then suddenly."

Our inadequate conversations gradually tear away the fabric of our relationships until suddenly, the fabric falls away. The relationship suffers irreconcilable loss. A loss that did not need to be, had we only said what's on our mind.

Here's the video. She starts out a bit slowly but please do watch the whole video. It is powerful in building her case for radical transparency.





-- Doug Smith

What have you learned today?

Comments

Popular posts from this blog

How's Your Reputation

How important do you think it is to sustain a positive leadership reputation?  It matters to your team. It matters to any future team that you might be leading. Your reputation tells a story about how you operate, how you facilitate and how you achieve your results.  Leading positive change builds credibility. Making a difference right now builds credibility. Keeping your promises and showing care for others establishes the kind of character that people want to work with and maybe even follow. What positive change are you currently working on? -- doug smith

Where to Start?

  It's harder to solve a problem alone when you are at the center of the problem. Get another perspective. Stay open to your own part of the problem. Sometimes, deep into the search, we discover that we could be the cause. Start with reflection. It could provide direction. -- doug smith

Creatively Human

  In a world where anything can be duplicated, create what cannot be duplicated. -- doug smith

More signal than noise

Criticism produces more noise than signal. The recipient will hear mostly noise. Find another way to share the relevant information and it will sound more like advice than insult. Here's one other way -- ask the person you want to give advice to what their advice is for improving performance. Listen. Find the tone. Catch the brilliance. Support the useful observations. When we coach positively with enthusiasm our advice lives longer. What do you think? -- doug smith  

Extremes

Do you know what it is like to work for an unreasonable boss? When no matter what you do is ever good enough it can become demotivating, even crippling. We do need to challenge our teams, but not to esteem crushing extremes. Unreasonable expectations cause disappointment. High performance? Yes. Perfect performance? Not attainable. -- doug smith  

Tough Choice

  As a customer, you'd know what you want. That's worth keeping in mind. Sometimes things might seem good for business but be bad for customers. If money is the only bottom line we find ourselves at the bottom quickly. It takes courage to say no to something that is bad for your customer but profitable for your business. People with that kind of courage are people worth doing business with. -- doug smith

Dig deeper

Obvious solutions are great, except that they seldom work. The chances are that the solution that first occurs to you has already been tried.  Sticky, mysterious, subtle problems evade the obvious. They hide. They mask. They simmer. Mysterious problems seldom surrender to obvious solutions. Dig deeper.  -- doug smith

Share the Load

Are you in charge? Is the team your responsibility? Every team needs more than one leader. The highest leverage strategy a leader can employ is to develop more leaders. Build that mighty team one person at a time. Share the load.  -- doug smith  

Relationships and the Mission

Team relationships get complicated. Sorting them out is one more tough leadership task. Recruiting the right people for your team is the first step, followed by keeping the communication on your team clear, open, honest, and respectful. A team of superstars who cannot get along will not make for a successful team. Interpersonal dynamics matter considerably. Team relationships make more sense when the mission matters. The best reason for a team to get along with each other is so that they can achieve their mission. Start there. Focus there.  -- doug smith  

Solve It and Move On

If you work long enough you'll notice something that will give you a strong perspective.  Every year there is a new problem that is capable of completely destroying you. Solve it and move on. No reason to surrender now. -- doug smith