Epilogue


One of the risks inherent in writing a book such as this is that the topic—in this case transparent leadership that builds credibility—may seem easy or at least simple. Thus we feel compelled to end with a clarification: Transparent leadership, in practice, is neither easy nor simple. It can be hard, 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 leadership mix may seem a daunting task.

Indeed, keeping a promise, telling the truth, and delivering bad news well are very difficult to do. Facing people with mistakes and asking for constructive criticism are also challenging tasks, certainly ones that will not be relished.

However, for those leaders who are willing, there are valuable rewards.

More than ever, organizations need transparent leaders. People want a boss with depth and conviction. They want to see their leader’s credibility in action. Each day and every organizational juncture provides opportunities to be transparent and build credibility. The right choices create defining moments that will lead you toward a solid reputation, strong relationships, and a winning performance. A wrong choice can strip you or your organization of credibility. And like trust, credibility is difficult to earn back.

If you have read this book, you now know that transparent-leadership that strengthens credibility requires one to 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. This book was a good start. What’s next? How will you determine what changes to make and how to make those changes last?

We suggest that you begin by gathering information about your current performance level. A 360-degree assessment is a good way to do this. Then, based on the information you receive, make a plan for improvement, work the plan, and consistently follow up. When leaders do these things and continue to repeat the process, they experience positive results and sustained change. Great leaders are responsibly transparent. They demonstrate integrity, generate trust, and communicate values. When leaders tap into transparency that strengthens credibility, they create other leaders, energize followers, and increase loyalty, and the authenticity of the entire organization is felt inside and out.

To learn more about our ongoing work, we encourage you to join our circle of interest at www.transparencyedge.com. Our Web site offers additional reading and case studies and information about our assessments, learning programs, and other resources.

Finally, we wish you and your organization all the credibility, satisfaction, and success that can come from transparent leadership.




The Transparency Edge. How Credibiltiy Can Make or Break You in Business
The Transparency Edge. How Credibiltiy Can Make or Break You in Business
ISBN: N/A
EAN: N/A
Year: 2004
Pages: 108

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