“I don’t want to offend them.” I’ve heard this rationale many times from leaders who were unwilling to be candid with others. Perhaps you’ve thought this yourself. I certainly have. Or, “I don’t want things to escalate.” Worse yet, “It’s easier to just let it go.”
Leaders who don’t say what needs to be said might think they are preserving the peace or allowing someone else to save face. But in fact, when you don’t share useful, meaningful feedback, you are the one wearing the mask. You’re showing up as less than your best. You’re being inauthentic as a leader. And you’re hurting your team and your organization, too.
Being more courageous in your comments is a worthy goal. But it’s hard to lead with candor. There are many reasons leaders hold back. Perhaps you don’t want to appear uncaring. Or you’re concerned the other person will retaliate. It could be a fear of losing standing in the eyes of others if you’re wrong. Or you don’t want to stand out from the crowd by sharing an unpopular point of view.
Some individuals struggle with wanting to be liked. For relational leaders, this is a common challenge. Their people skills are a strength. Yet many of the things they know they need to communicate can be hard for others to hear.
By not being straightforward, however, leaders create bigger problems. Not only are they missing out on an opportunity to help others improve upon their skills or their work, a leader’s silence can create an environment of fear. And when people are afraid to speak up for whatever reason, everyone pays a price:
Bigger yet, top talent leaves. What are they searching for? A fearless environment where:
Sounds too good to be true. But it’s not. It’s the way fearless organization functions. High-performing teams thrive in psychologically safe environments like this, and intentional candor is a hallmark.
Significant research has been done over the past decade or so on the importance of psychological safety to business success. Harvard Business School’s Amy Edmonson is credited with discovering the correlation, which has even greater relevance to a leader’s work in today’s complex and uncertain world.
Individuals and teams that adapt more easily to change and are willing to take more risk to innovate do so because they are empowered by their leader to ask thoughtful questions, share constructive criticism, debate robustly and share diverse perspectives. They know how essential these things are to further the team’s mission to succeed in an increasingly disrupted marketplace. This is candor at its best.
Edmonson has a new book out, The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation and Growth. There are many practical applications for leaders to be found in this read, but perhaps her most compelling chapter for me was the one on candor.
In it, she profiles Pixar co-founder Ed Catmull as a leader who has figured out how to use candor to drive the studio’s relentless success – 19 animated feature films (e.g Toy Story and Finding Nemo) that have all been commercial or critical triumphs.
In a Fast Company article on the same subject, Catmull explains the power of candor and how it has helped Pixar accumulate such an enviable track record:
“A hallmark of a healthy creative culture is that its people feel free to share ideas, opinions, and criticisms. Our decision making is better when we draw on the collective knowledge and unvarnished opinions of the group. Candor is the key to collaborating effectively. Lack of candor leads to dysfunctional environments.”
But candor left unchecked can just as easily be a destructive force. Catmull and his team have been very intentional to ensure candor works for good. They have created something called the “Braintrust,” a small group that meets every few months to assess a movie in process, provide useful feedback to the director and help solve creative problems.
It’s a simple model for candor you can apply to your own workplace. Here are the guidelines for how the Braintrust operates as laid out in Edmonson’s book.
These guidelines can help you create a more candid environment. How can you make it real? Think of specific ways you could empower others to speak more openly and authentically that would further your team’s goals. Some ideas:
Importantly, once you establish a culture of candor, you must stay close enough to ensure things don’t go off the rails. As Edmonson reminds us, candor, though simple, is never easy. A few suggestions:
As a three time founder, Elise Mitchell had to learn how to lead with candor. Now, she is sharing her experience through keynote speaking, executive coaching, and leadership development programs. Get practical strategies to grow as a leader, today.