In Patrick Lencioni’s recent leadership fable Getting Naked, the author suggests that we need to become comfortable being vulnerable or, as he calls it, getting naked.
He says that instead of always projecting poise, strength and confidence as qualities that society applauds, we should let our colleagues “see us sweat” occasionally, and be honest and true about our weaknesses, challenges and our insecurities.
The Lencioni fable reminds me of Hans Christian Andersen’s “The Emperor’s New Clothes,” a tale about convincing yourself that others see you as you wish to be seen and not as you really are.
It takes courage to open up, to let your weaknesses show, to be transparent. Family, friends and close colleagues — those who know us well — can see the truth, and being honest with them actually honours them and their insight. But it takes courage and an investment in our colleagues to build and strengthen our professional relationships.
What is the source of the courage to be vulnerable, to be transparent? I think it is trust. Trust in others that they will appreciate and honour our honesty. Trust that others understand how difficult it is to be vulnerable. And trust that others genuinely want to help us improve.
One of the foundations of a regulatory body such as the College is transparency. To inspire confidence among the public, we need to provide access to information. For example, our public register of member qualifications inspires confidence as parents, students and the public can see how highly qualified members of our profession are.
Transparency is also achieved when the College makes a discipline hearing open to the public and provides access to the decision. The public is assured that, in the very few cases when members fail to uphold our standards, the College takes steps to protect students.
Transparency does not mean all people have access to all information all the time.
Transparency, however, does not mean all people have access to all information all the time. In the context of our work, it means providing access to information to our members and to the public so that they have confidence in our ability to protect the public interest, and to ensure that students are safe and that they have meaningful learning opportunities.
Transparency fosters trust and trust has an impact on the need for transparency. The two are entwined. I believe that the deeper the trust relationship, the fewer the concerns there are about transparency. Whether the parties in the trust relationship are the College and the public or a teacher and parent, the dynamics are the same.
To feel comfortable in investing trust, a parent must have enough information from the teacher to feel confident that his/her child’s welfare is secure. Teachers provide that assurance through the care that is manifest in their daily practice and through formal and informal parent communication. Similarly, for the public to invest in the College as a guardian of the public trust, it needs assurance through accessible information and communication.
The extent to which transparency is required is directly proportional to the depth of trust we earn from our members and from the public. If we trust another person or an organization, we don’t require as much information, as much oversight, or as much evidence that our trust is well placed.
The College is committed to transparency. We are also committed to trust, along with care, respect and integrity, as the four pillars of our ethical standards of practice.
Trust and transparency — T&T — is a dynamite combination and an ongoing endeavour. With it, everyone wins.
