Openness and transparency foster trust, initiative and fairness. They are the basis of a horizontal culture. By being open, we show that we have nothing to hide. Mistrust disappears and people can build relationships of trust. If we want employees to be actively involved and fully engaged in the well-being of the organization, we must treat each other as competent adults who can access information about everything that happens within the organization.
[…] Transparency is about inviting people to immerse themselves in the real data rather than away from it, even if that might make you uncomfortable. It is about overcoming your discomfort with the possibility of being criticized and questioned. […]
Transparency practices require overcoming the tendency to treat financial information as taboo and view it as data. Your own attitude towards money and trust will be tested when it comes to transparency and finances. […]
Itemize costs to justify fees
When people have access to project-related budget information, they can learn how to integrate it and make sure they stay within the limits imposed by these budgets. […] Here are three ways earnings and pricing information can be shared.
#1. Share with employees
If employees have access to comprehensive pricing information, they can more fully participate in the details of what optimizes profit margins and pricing strategies. On the other hand, if employees are deprived of this information, they may rely on inaccurate assumptions and become distrustful.
#two. share with customers
Some organizations have started using transparent pricing models with their clients. They break all forms of opacity regarding prices and profit margins by specifying them from the beginning.
#3. Share supply
Some organizations have procurement processes that indicate available budget up front in their RFPs, RFPs, and quotes. Instead of playing cat and mouse with the budget, the organization and provider focus on the process and the possible approach within it.
Transparency applied to the world of training and events
A new phenomenon known as “conscious finance” is challenging conventional ideas about the cost of training sessions and conferences. Instead of paying a fixed amount initially, participants pay a nominal amount and agree to an additional cost to be paid later, based on the value they perceive in the activity, the financial data they have gained from the activity, and their own financial capabilities. . […]
Bold pay transparency
The most complicated element of financial transparency is remuneration. The latter is at the very root of a hierarchical system, in which someone else determines the value of your work. While the manager knows everyone’s salary, the employees do not know that of their colleagues. […]
Fitzii, a Canadian recruitment firm, recently adopted a self-determined, transparent salary policy. He did this by inviting all employees to write a letter to each other explaining what salary they thought they deserved and then share it with a colleague for feedback. All have thus prepared for a company meeting dedicated to the discussion of this policy. During this meeting, we went around the table and each person indicated how much they would like to earn. The numbers were added up, the total was compared to the budget available for salaries, and the difference was reported. A second round then took place, allowing everyone to adjust their salary based on the information they now had. Strangely, the total amount requested by the employees the second time was less than budget, causing the employees’ self-assessed wages to reduce the value of the requested raises.
Samantha Slade is a Canadian entrepreneur, co-founder of the Percolab network, specialist in social and organizational innovation. This text is taken from her book “Le leadership horizontal. Establishing a non-hierarchical organization, one practice at a time”, Editions de l’Homme, 256 pages, 18.90 euros.