I keep team members informed of relevant information so that there are rarely surprises.
I hold back information until just before it needs to be shared, even if it is a surprise to my teammates.
I'm clear about what people should expect from me—even if that reality disappoints.
I obscure or minimize the truth in order to keep everyone happy.
I make it easy for others to follow my work by summarizing progress and decisions, and by sharing links to source material for deeper context.
I share raw notes with all details of my work, and expect others to make time to consume it all.
I communicate in clear, easy-to-understand language to help others engage with my work.
I use jargon or idioms that limit the impact and accessibility of my work.
I default to asynchronous methods to ensure the relevant people can access information.
I default to sharing information live, or in other ways that limit others' ability to access information.
When sensitive details come my way, I think twice and consult a manager before sharing publicly.
I share far and wide just for transparency's sake.
I use transparency to encourage a high standard of excellence for our work—for example, by publishing retrospectives.
I use transparency to call out or shame people who make mistakes.
I use transparency externally to build trust and momentum with our customers.
I hide my work from customers out of worry that competitors might steal it.