I recently read a Harvard Business School case that made me question one of the most venerated ideas in the corporate world: radical transparency.
Netflix eliminated annual evaluations to promote a constant flow of feedback.
He even encouraged his employees to practice the "sunshining": publicly expose their mistakes.
The logic? Stopping the truth is a form of disloyalty.
But the reality —by study— It wasn't that inspiring.
A lot of people were afraid. And rightly so.
A visible error could end in dismissal.
What for one culture is openness, for another it can feel like direct aggression.
And it's true: this practice depura profiles and strengthens a high-performance culture.
But also excludes who does not share that competitive and emotionally resistant DNA.
Not anyone can. —I shouldn't have to.— living under that pressure.
From my experience, this kind of culture not replicable in all companies not in all industries.
Because culture doesn't copy - it hits.
Culture is designed. You understand. He takes care of himself.
Adopt practices without understanding the full ecosystem —team psychology, company history, local culture— It's not leadership. It's a dangerous shortcut.
Because at the end of the day, the feedback that is not safe to give or to receive is not feedback.
It's fear with good intentions.
