In The Princess Bride, the character Inigo Montoya famously says: “You keep using that word. I do not think it means what you think it means.” He’s talking about the overuse (and misuse) of the word ‘inconceivable’, but I think of that quote almost every time I hear the word ‘transparency’ used in a business setting.
Transparency is intentional communication that builds trust over time, and also one of the most cited – but least clearly defined – concepts in internal communications. It’s about clarity, credibility and timing. It’s about creating a culture where employees trust that they’ll receive the information they need to do their jobs, understand the direction of the business and feel like informed participants – not outsiders looking in. It’s often confused with sharing everything, all the time, in real-time. Transparency isn’t about volume or velocity.
From my experience, transparency works best when it follows three guiding principles: honesty, consistency and judgement.
The principles of real transparency
1. Honesty is clarity with purpose
Honest communication means sharing what’s real – without spin or jargon. It means being clear, even when the news is tough. Employees don’t expect perfection; they expect the truth. Being transparent through honesty builds credibility and makes it easier for people to act, respond and align.
2. Consistency is structure that people can rely on
Transparent cultures communicate on a cadence, not just in crises. When people know where and how they’ll hear important information, they’re less likely to fill in the blanks with fear or assumptions. At Vinson & Elkins, we’ve worked to define clear channels: our daily firmwide email delivers timely updates, while leadership messages and town halls are used for firm priorities and direction. It’s not just the message – it’s the rhythm that makes people trust they’re in the loop.
3. Judgement is communicating with context and care
Not all information is useful at all times. Transparent communication requires understanding when something needs to be shared, who needs to hear it and how it should be delivered. Exercising judgement doesn’t mean withholding – it means communicating strategically and responsibly, with the organisation’s needs in mind. That’s not secrecy; it’s leadership.
These principles sound simple, but they’re challenging to uphold – especially under pressure. That’s when culture becomes your most important communication tool.
Culture is the operating system
Everything starts with culture. A strong organisational culture helps people interpret what’s not being said just as much as what is.
In healthy cultures, people don’t expect a constant play-by-play because they trust the process. They believe leadership will communicate when the time is right – and that when they do, it will be thoughtful, clear and relevant.
Weaker cultures, on the other hand, are filled with gaps – and gaps get filled with assumptions, frustration or fear. In these environments, transparency becomes reactive. Leaders find themselves explaining rather than informing, defending rather than inspiring. It’s not just a communication problem; it’s a trust problem.
Trust is built over time. It’s built by being honest when it’s difficult. It’s built by following up and following through. And most of all, it’s built through listening.
Listening: the missing half of transparency
Transparency isn’t a one-way broadcast. It’s a two-way relationship. Communication doesn’t end when a message is sent – it ends when it’s understood.
Some of the best internal communicators I’ve worked with are also the best internal listeners. They know how to tune into what colleagues are saying – and what they aren’t. They understand that the tone, delivery and feedback of a message matters just as much as the message itself.
Recently, we completed a comprehensive audit at Vinson & Elkins of all our internal communications tools and channels – from our intranet to internal emails to team meetings. This audit helped us pinpoint which channels work well, where gaps might exist and how to better connect teams across the firm. It builds on a firmwide culture survey we conducted three years ago, allowing us to make data-informed decisions that reflect the real needs of our people.
This kind of listening is active. It means watching engagement trends, gathering qualitative feedback and adjusting our approach based on what we learn. Transparency improves when people feel heard – and that only happens when leaders make space to listen.
If you want transparency, don’t wait for it
Here’s what often gets missed in my conversations with communicators about transparency: if you want more of it, you have a role to play. Transparency doesn’t just happen – it’s built, earned and sustained by people who choose to engage.
So for anyone, the action step is to speak up – not to criticise, but to contribute. Ask thoughtful questions. Offer feedback. Share ideas that move the conversation forward.
And if you’re the communicator – the one shaping the message, managing the channels or setting the tone – don’t wait for someone to ask for clarity. Lead with it. Be the trusted adviser your leadership needs and wants. Transparency can start with you and your team.
Advocating for better communication means building trust and relationships that make honest conversations possible. It means having your finger on the pulse of the organisation – not once, but always.
Transparency will never be perfect. It’s hard to measure. It’s constantly evolving. But when we get it right, we create workplaces where people feel informed, included and respected. Where trust runs deep, your culture can help carry the message.
And that, to me, isn’t just conceivable – it’s essential.
Allan Schoenberg is the chief communications officer at Vinson & Elkins.
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