Powerful: Building a Culture of Freedom and Responsibility

by Patty McCord

IN BRIEF ▶ People can handle being told the truth, about both the business and their performance. The truth is not only what they need but also what they intensely want. ▶ Telling the truth about perceived problems, in a timely fashion and face to face, is the single most effective way to solve problems. ▶ Practicing radical honesty diffuses tensions and discourages backstabbing; it builds understanding and respect. ▶ Radical honesty also leads to the sharing of opposing views, which are so often withheld and which can lead to vital insights. ▶ Failing to tell people the truth about problems in their performance leads to an undue burden being shouldered by managers and other team members. ▶ The style of delivery is important; leaders should practice giving critical feedback so that it is specific and constructive and comes across as well intentioned. ▶ Consider setting up a system for colleagues to offer one another critiques. We created a successful one at Netflix and instituted an annual feedback day for the whole company to share comments with anyone they had thoughts for. ▶ Model openly admitting when you are wrong. In addition, talk about what went into your decisions and where you went wrong. That encourages employees to share ideas and opposing views with you, even if they directly contradict your position.