Gary Winters

Coach  Workshop Facilitator Author

Are you creating a transparent organization?

I’ve come to believe that leaders can create transformative experiences when they focus on creating transparent organizations (or teams). To my mind, a transparent organization is one with the following characteristics:

Alignment: every stakeholder has a “line-of-sight” to the vision of the whole organization. Each person knows exactly how his/her contribution and performance assists the organization in achieving its goals

Passion: every stakeholder has a deep, personal commitment to the aims of the organization

Empowering language: gone are terms like span of control, boss, subordinate, chain of command, top-down, etc.

Shared decision making: when decisions are made, stakeholders are involved appropriately

Shared leadership: every stakeholder in the organization is a leader (someone who has the ability and the willingness to influence the direction to be taken)

Shared coaching: everyone is a coach, and everyone gets coached. Coaching is not the exclusive province of leaders or managers, but rather an expectation of everyone. Anyone can (and should, and will) coach anyone.

Shared responsibility: in the Transparent Organization, all stakeholders act as though each were 100% responsible for the outcome. Responsibility isn’t divided.

Clear, realistic yet optimistic performance expectations: stakeholders co-create goals and performance targets with their leader / mentor and receives feedback on their performance frequently.

Initiative: Stakeholders don’t wait to be told what to do, nor do they ask what to do. At a minimum, they recommend a course of action in a given situation, while (for the most part) they operate with autonomy, providing routine reports to their leaders, teams, and partners as needed.

Risk taking: Stakeholders take mindful risks to further the aims of the organization. They look for ways to improve, expand, enhance, be more effective or efficient, etc. As leaders (everyone’s a leader) they make a case for a new, different, or better way of doing things.

Clear communication: in the Transparent Organization, clear, frequent, open communication is a core value.

  • Where are we going
  • What are we doing
  • How are we doing?
  • What do we need to do?

A dual focus on achievement and fulfillment: Transparent Organizations exist for two reasons – to achieve a result (often described in the Mission Statement) and to enable stakeholders to achieve a deep sense of satisfaction and personal worth. One without the other will not prevail in the long run.

A sense of ownership: stakeholders in the Transparent Organization act as though they each “own” the organization, that it belongs to them. As such, they act as the owner of any enterprise would act, committing to its success, doing whatever it takes, etc.

A tolerance (or even passion) for mistakes: the Transparent Organization is a learning organization, and sees mistakes as “coachable moments” and learning opportunities.

A crystal clear, easy to remember, compelling vision and mission: the Transparent Organization has a clear picture of what it wants to create, understood by all stakeholders, who know it as well as they know their own name. It’s a source of energy, a rallying cry, a spirited description of the future.

“What ELSE Your Boss Never Told You” is the sequel to the very popular “What Your Boss Never Told You.” Packed inside are more tips, techniques, and insights about the challenging, but rewarding leadership position.

“What ELSE Your Boss Never Told You” is written in a conversational tone, as though you and the author were enjoying a cup of coffee and talking about the issues that emerge for new leaders. It stands alone, and/or could be read before or after the first volume, “What Your Boss Never Told You.” You can start with any chapter and read in any order you like.

if you search for a book on management, you’ll find a staggering 600,000+ books currently available. How can you narrow that down? “What Your Boss Never Told You” is the best place to start.

No textbook here – this book is short and sweet. It’s designed to help you “unpack” your new job and be effective from the first day with your new team. It contains twenty-one chapters filled with the wisdom Winters has gathered from real managers – effective, successful leaders in organizations much like yours.

Leaders make decisions every day – big and small. Most know that if they include others in the decision-making process, the quality of those decisions – and the commitment to them – will likely improve. That said, they also know it’s impractical, if not impossible, to include others in every decision they confront.

“To Do or Not To Do” tackles the question of when to make decisions on your own, and when to involve your team. It gives you a deceptively simple but proven method to determine, when you are facing a difficult decision, how to decide how to decide.

Far too many meetings are dreadful, mind-numbing, energy-draining, productivity-sapping, colossal wastes of time. As someone once said, “To kill time, a meeting is the perfect weapon.”

Here’s the deal: if you’re willing to learn and apply the techniques in “So, How Was Your Meeting?”, you’ll call fewer meetings, while vastly improving the ones you do lead. They’ll take less time, have more balanced participation, produce better decisions, and result in concrete action items for follow-up afterwards.

While there are thousands of books written for people about to retire, this may be the only book for people who manage soon-to-retire employees. Written in a casual, conversational style, “Managing the Soon To Retire Employee” will give you everything you need to know to move forward with confidence and grace.

You can be successful with Sooners. It won’t happen by chance, and it’s not a matter of pulling some management “trick” out of your hat. But you can learn how to do it, and you can apply what you’ve learned right away.

Managing friends or former peers can be awkward. When you become the boss, everything about these relationships can suddenly be uncomfortable. There’s a new set of ground rules to establish – as manager, you are going be accountable for the work performance of friends or former co-workers on the team, and they are going to have to adjust to the fact that they now report to you. Everyone involved can feel awkward and hesitant about the future. 

Have you been approached by management with an offer to promote you to supervision? Or, are you mulling over the possibility for the future? Find yourself not sure whether to accept the promotion?

If so, you’ve come to the right place. Help! They Want to Make ME a Supervisor will help you sort out a very big question: Should you accept the offer to become a supervisor? Once you’ve read this book, you’ll be confident that you’ve made the best decision for you and for your organization.