“As human beings, we all have a fundamental need to be told the truth, and Feedback is an ideal professional moment to do so.” Jhovanny Villegas (Mahisoft CEO).
In February 2018, Mahisoft began the path to a new stage in our corporate culture. As a global company and with the characteristics of teams working on technology projects required of us, we gave way to the Radical Truth & Radical Transparency (RTRT) methodology.
Radical Transparency and Radical Truth were new parameters to improve how we communicate, operate, and evaluate our efforts. Recall that radical transparency is a phrase used in business, governance, politics, software design, and global business in general to describe actions and approaches that radically increase the openness of the organization’s process and data. Its usage was initially understood as an approach or act that uses abundant networked information to access previously confidential organizational process or outcome data.
According to the Harvard Business Review, radical transparency is the idea that sharing all pertinent information with employees could significantly increase organizational performance. This is well known and understood among our collaborators and exercised across the organization.
The businessman and author Ray Dalio refers that this term also implies a culture where there is reasonably direct communication; that is, where negative or positive feedback can be expressed with respect, without anyone feeling intimidated, restricted, or offended.
“I think the greatest tragedy of mankind is that people have ideas and opinions in their heads but don’t have a process for properly examining these ideas to find out what’s true. That creates a world of distortions. (…) So when I say I believe in radical truth and radical transparency, all I mean is we take things that ordinarily people would hide. We put them on the table, particularly mistakes, problems, and weaknesses. We put those on the table, and we look at them together. We don’t hide them.” Dalio R.
Dalio admits that at his investment firm, Bridgewater Associates, there is what he calls a “meritocracy.” The decision-making process is not democratic (the most voted alternative) but meritocratic (the one with the highest merits). This, according to him, besides being his key to success, supposes an environment where people say what they are thinking and express their ideas and concerns without fear. It is the only way of challenging each other’s ideas and opinions regardless of rank, up to the point where the arguments that pass that test are the ones that win.
This month marks 3 years since Mahisoft has worked under this corporate culture style, and there is still much to advance and learn. Nevertheless, we already see results that improve all as a team; therefore, we must commit to continuously promote and use the RTRT to continue improving our processes and management.
Maxims of Radical Transparency that you must keep in mind!
Much has been said in the global companies of Radical Transparency and Radical Truth, but some maxims have emerged due to these efforts in recent years. We review some:
In the era of radical transparency, your corporate culture is your brand.
Silos, in which some companies and institutions moved, have begun to fall. In its place, transparent boxes are erected that allow you to see and be seen.
It is increasingly difficult to hide how we work and what values we transmit. From this, people will derive how they perceive you, what image you leave, and what feelings you project.
The real #communication of companies depends more and more on their teams.
The other pillar of communication, far from the departments and internal professionals, are the clients, who demand from the brands they use, more and more, an ethical, sustainable, socially committed behavior.
The challenges are equal to the opportunities, and that’s good news. We are all aware that there is no perfect corporate culture, company, or brand. There cannot be; because changes sometimes exceed one’s own certainties, and it is necessary to adapt at every moment.
There is no perfect corporate culture, company, or brand.
But no one is going to sue us for that. We want imperfect but committed companies; that can make mistakes but are aware of them, correct, and improve. Companies that face difficulties with waist, flexibility, and attitude to evolve together with their clients …
Transparency works like a magnifying glass; it magnifies our mistakes and weaknesses to make them absolutely clear … but also our virtues and strengths.
Transparency works like a magnifying glass that increases our weaknesses and our strengths.
What do we want to focus on: the vertigo it produces or the opportunities it offers?
In terms of opportunities and efficiency, people and teams continually interact, giving each other feedback to improve everything they do.
The organization expert Luis Miguel Díaz quotes: “It is time to move forward because the world is already looking at you. And you may not like what you see.”
Under radical transparency, autonomy, self-responsibility, and truth define the DNA of high-performance and agile organizations.
