Carl Rogers\u2019 belief that cutting down on \u201cB.S.\u201d is a major idea put forth by such \u201ccandor advocates\u201d as Jack Welch, Stephen Covey, and Jim Collins.\u00a0 Rogers\u00a0believed that being more of who you really are decreases the wasted time, energy, and money that comes with having to constantly put up a front. Welch believed this authenticity resulted in fewer subversive political games, fewer low-grade excuses for not getting things done, and more problems being placed squarely on the table to work out more quickly.<\/p>\n
Along these same lines, psychological researchers Deci and Ryan have found that allowing people to authentically choose what they want to do within an organization increases internal motivation, which Jim Collins observed creates less weight on management, due to less need to “motivate” others.\u00a0 Those who are pursuing goals that they are authentically passionate about need much less management and outside motivation to do so.\u00a0 In his 8th Habit<\/em>, Stephen Covey wrote about how allowing people to be who they are leads to more investment\/loyalty, which in turn increases organizational excellence.<\/p>\n A final note here: my good friend and colleague John Spence<\/a> might say that increasing candor often helps an organization win \u201cThe War for Talent.\u201d More people will stay in an organization that allows them to be more of who they really are and do more of what they really want to do.<\/p>\n