Building Trust Through Transparent Systems
(Why leaders who “show their workings” win more than just respect)
Here is a question for you: if your organisation’s performance review process was leaked to the press tomorrow, would you be proud—or scrambling to rewrite it?
That is not a hypothetical to make you sweat. It is a reality check. Because the truth is, trust is not built on charisma or charm. Trust is built in the small print—those unglamorous systems that dictate how people are evaluated, rewarded, and promoted.
Transparency is not about telling people everything.
It is about ensuring the “how” is as visible as the “what.” McKinsey’s data is uncomfortably clear: organisations that put people—not paperwork—at the centre of performance management are 4.2 times more likely to outperform their peers, 30% more likely to grow revenue, and see 5% lower attrition. (McKinsey link)
Gallup piles on another uncomfortable truth: employees who receive daily feedback are 2.1 times more likely to trust leadership, and if they believe their leaders genuinely listen, that trust more than doubles. (Gallup link)
Here is the twist:
Transparency is not a “feel-good” exercise. It is a strategic weapon. When you make your systems visible—warts and all—you remove the shadows where suspicion thrives. And when suspicion dies, collaboration flourishes.
If you are serious about this, try these experiments:
- Show the algorithm – Publish the exact performance review criteria. Let your team see how the sausage is made.
- Reverse-engineer decisions – For your next big call, publish the rationale. Every assumption. Every discarded option.
- Test the blindfold – Imagine handing your salary banding guidelines to someone in another department who has never met the individuals in question. If the process is truly clear and objective—based solely on role requirements, market benchmarks, and documented criteria—they should be able to determine the exact same pay range you would. If they cannot, it means your system is open to personal bias and inconsistent application.
- Make “why” a habit – Not just “what we decided,” but “why we decided it.” Every time.
The easy excuse is, “But people will not understand the complexity.” I would argue: if your people cannot understand your systems, that is your system’s fault—not theirs.
Transparency does not make you predictable. It makes you dependable. And in a world where the average worker trusts their employer more than government, media, or NGOs (Edelman Trust Barometer), dependability is the currency of leadership longevity.
So, one final challenge: what would your team say if they saw the inner workings today? If the answer is “they would leave,” you already have your real problem.
