If you’re new here, then you may not know that I’ve been writing a series of articles on the topic of leadership. In parts 1 through 3, I’ve discussed the power of persistence, authenticity, and continuous improvement.
You may have even heard me go in-depth on this subject in a podcast from earlier this year, called the Clockwork CIO Podcast with James Williams (Episode 13). It was the feedback from that conversation in particular that actually inspired this series of articles, where I’ve decided to share my personal philosophy on what effective leadership looks like in today’s world.
So over 6 articles in total, I’ll be diving into key aspects of leadership that I’ve found essential during my 35+ years in the field. These are lessons that come from both successes and mistakes, with the aim of helping you grow as a leader and make your teams stronger, more productive, and ultimately more successful.
For this week’s article, I want to talk about a topic that is meaningful to me, which is the power of an open dialogue.
Lesson #4: The Power of Open Dialogue
Creating a Culture of Transparency
Leadership has evolved over the years. There was a time when the CEO was a distant, almost intimidating figure, commanding authority from the top floor in a high-ceilinged, dark-wooded office, far removed from day-to-day operations. That model may have worked in the past, but in today’s interconnected, fast-paced world, effective leadership is built on openness and transparency.
As a leader, I believe the strength of a company lies in its culture—how it motivates its employees and presents itself to the world. A CEO’s values should not only be clear but embraced throughout the organization. Open dialogue and collaboration are key. This doesn’t mean making every decision yourself. Instead, it means creating an environment where people feel empowered to contribute and take ownership of the company’s success.
Howard Schultz, the former CEO of Starbucks, put it perfectly:
“I think the currency of leadership is transparency. You’ve got to be truthful. I don’t think you should be vulnerable every day, but there are moments where you’ve got to share your soul and conscience with people and show them who you are, and not be afraid of it.”
The power of transparency and authenticity certainly ring true in this quote!
Breaking Down Physical and Figurative Barriers
At PPR, we embraced this philosophy when designing our new office. We literally knocked down walls to foster a more open, collaborative workspace. The old dark, imposing wooden walls were replaced with see-through glass, and we created informal meeting spaces designed to encourage spontaneous conversations, collaboration, and creative thinking.
Not everyone was on board with the changes right away. Some feared that the new environment would be noisy, particularly when on investor calls. So, we made compromises, like adding doors and walls to offices—but only on the condition that the walls were made of transparent glass and that doors remain open unless someone is on a call. Ninety percent of the time, my own door is open. Why? Because when you close your door, you’re sending a message: “I’m not open for business, I’m not open to hearing what you have to say.” And that’s not the culture we want at PPR.
The real competition is outside the company, not within it. Internal barriers can stifle growth, and I’ve made it my mission to ensure that PPR remains an open and transparent place to work.
Dialogue, Not Diatribe: Encouraging Open Communication
There are moments in leadership when you have to say, “This is the direction we’re going, and here’s why.” But most of the time, effective leadership is about listening. It’s about dialogue, not diatribe. Getting feedback, being open to new ideas, and knowing when to change course is essential for strong, effective leaders. Early in my career, the division I led at my former company, SEI, was the only one that would conduct quarterly town halls. Employees were encouraged to ask anything—no topic was off-limits — as long as it was respectful. This practice eventually became the norm for the entire company.
At PPR, we hold weekly all-hands meetings where team members present updates in an informal environment, and anyone can ask questions. These meetings are designed to foster open communication, even when the topics are tough.
Facing Hard Truths with Transparency
During my three-decade tenure at my former company, I oversaw two layoffs. In both cases, I made sure the news was shared transparently and promptly to avoid rumors and distrust. In one particularly emotional town hall, I explained the difficult decision to let go of 100 people. It wasn’t an easy conversation, as it’s a very personal and emotional subject, but by my being upfront, it built respect, even in difficult times. And that’s how I’ve evolved my leadership style: I don’t shy away from hard decisions or criticism. I’ve always believed that you can lead both by authority or by earning people’s hearts and minds. The latter is far more powerful—and sustainable.
Leading with Hearts and Minds, Not Fear
As companies grow, some level of bureaucracy is inevitable. But I believe that maintaining a transparent, open culture is critical, no matter the size. Elon Musk’s leadership at SpaceX is a great example of this—despite leading a massive organization, he insists on hearing ideas directly from every level of the company. Bureaucracy doesn’t get in the way of truth.
In today’s world, speed is everything. The old boss/employee dynamic is outdated; success comes from teamwork and collaboration. I want to hire smart people and give them the freedom to innovate. The best ideas often come from the youngest and least experienced people in the room—those who feel inspired to offer suggestions instead of just doing what they’re told.
At the $60+bn AUM Citadel, CEO Ken Griffin has a practice I admire. He always asks the most junior person in the room to share their thoughts first. It’s a powerful way to create an open, knowledge-sharing culture.
I’ve learned that if I speak first in a meeting, I’m likely to hear less. People default to agreeing with the boss. Everyone’s default reaction is to think “Yep. Your idea is the best. You’ve the most experience. You’re the boss.” This echo-chamber mentality is what stifles organizations. But when I wait and listen, real ideas emerge. So now I make it a rule to talk last. If it’s good enough for Amazon’s Jeff Bezos, who’s done a “decent” job running his company, it’s good enough for me!
Since we moved into our new larger, more open, office, I’ve noticed a real change. The open spaces are leading to more impromptu meetings and spontaneous collaboration. It’s the kind of communication you can’t replicate in a traditional or remote work setup. People from different teams are coming together, not just in formal settings but casually, over lunch or in the hallways. That’s where some of the best ideas are born.
But openness doesn’t stop at internal communication. It’s just as critical when dealing with investors. I admire both Bezos and Steve Jobs for their ability to execute a vision, but what I respect most is their relentless focus on the customer. At PPR, we take the same approach. Start by listening to your investors, understand what they truly want, and build from there. I want our team to be “client obsessive” in all that we do.
The future of any successful business lies in its ability to foster open, honest dialogue at every level. The next great idea could come from anyone, at any time—but only if you create an environment that encourages people to speak up, collaborate, and challenge the status quo. No idea is a bad idea.
True leadership isn’t about commanding from the top—it’s about building a culture where every voice matters. If you have that, you have the foundation for success.
