Why leaders need to stop confusing transparency with clarity

In 2001, Antoni was working at a business that was underperforming and facing layoffs. People didn’t know who would be cut or when. You could tell by people’s behavior that anxiety was at an all-time high. Managers were “networking” in the right corridors, colleagues started to crowd meetings to look indispensable, and teams were slowing down because nobody wanted to make the wrong move.

One leader chose a different tactic. Every day, at the same time, he stood in the same spot where anyone could walk up to him.