Transparency in action: Company culture should mirror company policy

That seems obvious enough, right? Yet, disconnects between what companies claim to be (both externally and internally), and the lived reality of those who work for them are common‌ — arguably more common than not. 

Transparency is a buzzword, but when carried out genuinely, clarity between employers and their employees functions as a core component of a successful company. 

But what does transparency really mean in practice? It's more than having an open-door policy or sharing quarterly reports. At its core, transparency is about aligning company culture with company policy. A transparent organization doesn’t just say the right things; it lives by them.

Here we explore how businesses can create an internal culture that mirrors the policies they promote in practice to build an environment where transparency thrives. From examining internal communications to backing up company claims with real actions, we outline practical steps for building a workplace where transparency isn’t just a talking point but a lived reality.

Check internal communications for bias

Bias is everywhere. We all have it. The key is not to address that bias before it manifests in harmful ways.

One of the first areas to examine when striving for a transparent company culture is internal communication. Communication is the lifeblood of any organization, but bias‌ — ‌whether intentional or unintentional‌ — ‌can undermine transparency. Bias in communications can take many forms, such as language that favors certain groups over others, messaging that reflects hierarchical preferences, or failing to acknowledge cultural differences in communication styles.

Leadership should take steps to audit internal communication regularly. This includes looking at both formal communications (like newsletters or official updates) and informal ones (like team chats or casual conversations). In doing so, they can identify areas where bias might be creeping in and take corrective action to make communications more inclusive, open, and balanced. This process requires both awareness and a commitment to constant improvement.

Understanding communication styles is critical in fostering transparency. The concepts of low-context and high-context cultures, developed by anthropologist Edward T. Hall, are particularly relevant when evaluating how communication occurs within an organization

What is low-context communication?

Low-context communication is common in cultures where communication is explicit, clear, and relies heavily on the actual words spoken. This communication style is more typical for many communities of color and among those who are neurodiverse. People in low-context communication cultures value directness, clarity, and detailed instructions.

Everything necessary for understanding the message is usually contained within the words themselves, and little is left to interpretation. Low-context cultures may prefer written communications, detailed policies, and frequent clarification to ensure that everyone is on the same page — leaving less room for anything to be lost in translation.

High-context communication explained

On the other hand, high-context communication is prevalent in cultures where much of the communication relies on contextual cues, such as body language, tone of voice, or the setting of the interaction. High-context cultures‌ — British, Japanese, and Chinese, to name a few‌ — ‌value indirect communication, where much of the meaning is implied rather than stated outright. Relationships and shared understanding over time play a significant role in how messages are interpreted.

In an organization that includes both high-context and low-context communicators, bias can emerge if one communication style is favored over the other. For example, if a company operates largely in a low-context style‌ — ‌emphasizing explicit instructions and written policies‌ — ‌employees from high-context cultures may feel overlooked or misunderstood, especially in situations that rely on nuanced interpersonal communication.

Similarly, if high-context communication is dominant, those accustomed to a more direct style may feel they are missing key information or left to interpret “hidden rules.” High-context communication can dominate in Western environments, leaving those where low-context communication is more natural to them at a disadvantage.

For remote companies, low-context communication should be the regular pratice. It’s easy to misinterpret an email or a Slack message. When working remotely, especially working asynchronously across time zones, more context is virtually always a good thing.

Recognizing and balancing communication styles

Auditing internal communications for bias isn’t just about checking for favoritism based on gender or race: it’s about making sure that all employees, regardless of their cultural background or communication preferences, feel heard and valued.

Leadership should examine whether their communication channels cater predominantly to one style, creating barriers for others. Being culturally competent in this area becomes even more important as companies expand internationally.

To achieve a more balanced communication approach, organizations can offer training on cultural awareness and communication styles. Encouraging more explicit communication for low-context employees who might struggle with ambiguity is a great way to ensure everyone in a remote organization is on the same page.

More explicit communication as standard tends to benefit everyone, because ambiguity is rarely necessary. Inclusive communication strategies help ensure that no one feels left out of important conversations and transparency is maintained across cultural lines.

At Remote, we maintain a “no surprises policy” when it’s time for employee feedback and reviews. This is part of our culture of transparency. No one should be shocked when they receive their review, because feedback should be shared regularly and explicitly about what’s going well, what isn’t, and how to improve.

Digital tools and better collaborative documentation

Companies should diversify the types of communication they rely on. High-context 

employees may benefit from more face-to-face interaction or smaller, more personal meetings, while low-context employees might appreciate detailed, written instructions or summaries after meetings — an easy offering in the age of AI.

Checking internal communications for bias isn’t just about being politically correct or following HR protocols. It’s about creating a truly transparent environment where employees from different cultural and communicative backgrounds can collaborate effectively. This requires being mindful of how cultural differences influence communication and taking active steps to mitigate potential biases that may arise from them.

By understanding and addressing cultural communication differences, organizations can foster a more inclusive and transparent environment where everyone feels equipped to contribute and understand what is happening.

Be aware of the reality across departments 

Another crucial factor in maintaining a transparent company culture is acknowledging the differences in experiences across various departments. It’s easy to assume that the culture within one department is reflective of the whole company, but this is rarely the case. Different teams may have vastly different work environments, depending on their leadership, workload, and even physical location.

A true commitment to transparency involves understanding that ‌reality on the ground may not always align with the ideal image that leadership has in mind. For example, while the company may promote a flexible work-life balance, some departments may feel overworked and unable to take advantage of these policies due to staffing shortages or other pressures.

Leaders need to make a concentrated effort to understand the challenges and perspectives of every department. This can look like regularly asking feedback (in a way that encourages employees to be honest without fearing negative repercussions, like conducting anonymous surveys) and fostering a genuinely open dialogue between leadership and employees at all levels.

At Remote, our CEO and president often co-host “walk the floor” events, during which any employee is free to book a meeting to share thoughts about what life at the company is actually like. No one gets in trouble for sharing their honest thoughts. Why would they? Leaders should want to know the truth about what it’s like to work within their companies — otherwise, they will be taken by surprise when they discover reality doesn’t reflect their intentions.

Transparency means not only being aware of these differences but actively working to address any gaps or inconsistencies in how policies are applied. When employees see that leadership is genuinely interested in understanding and improving their day-to-day experiences, it creates trust and a sense of shared purpose.

Don’t make culture claims you can’t back

Companies are under more scrutiny than ever, thanks to social media and a new generation of unfiltered employees. Businesses often make bold claims about their values, commitments to sustainability, diversity, and social responsibility. While these all look good on paper, it’s important that any claims made are backed by real, measurable actions. Nothing undermines transparency faster than a company that promotes a set of values it doesn’t actually uphold.

For example, a company that claims to be dedicated to reducing its environmental impact should have concrete plans and evidence of how it is achieving this goal. This could include initiatives like reducing waste, increasing energy efficiency, or sourcing materials sustainably. And remote work benefits the environment too, of course.

Similarly, if a company claims to prioritize diversity and inclusion, it should be able to point to specific policies and programs that support this, such as recruitment strategies, employee resource groups, or leadership diversity. Companies should also be able to point to investors and leaders who represent a diverse range of people.

Any company can create a brand face that looks progressive. Real innovators must be prepared to be held accountable. This means being transparent about progress, including setbacks, and being honest about where more work is needed. A company that admits when it falls short isn’t at as much risk of falsely advertising to prospective employees.

Take action with long-term change for everyone

Transparency doesn’t just mean fixing immediate issues: it means creating a culture of continuous improvement and long-term change. Many companies focus on short-term solutions to appease stakeholders or address a crisis, but transparency requires a commitment to systemic, lasting change.

One way to achieve this is through inclusive decision-making. When companies involve a diverse group of employees in shaping policies and making decisions, they ensure that a variety of perspectives are considered. This not only leads to more well-rounded solutions but also demonstrates a commitment to transparency by showing that leadership values input from all levels of the organization.

Long-term change also requires consistency. Companies should avoid implementing “one-off” initiatives that look good on paper but fail to produce sustained results. Instead, they should focus on embedding transparency into their everyday operations. This could mean regular updates on company performance, open forums for employee feedback, or ongoing training on transparency and communication.

For example, if a company commits to improving diversity, it should regularly report on hiring statistics, promotion rates, and retention of underrepresented groups. By tracking and sharing these metrics, companies show they are serious about making a lasting impact. 

Focus on the work, not unspoken rules

Finally, transparency is about allowing employees to focus on what they were hired to do rather than asking them to navigate unclear or secretive policies. Nothing frustrates employees more than feeling like they’re being asked to follow unwritten rules or navigate a maze of hidden expectations. Not everyone will pick up on these, and it’s not a moral failing on their end if they do.

Negative reactions to employees who’ve unknowingly stepped outside the lines of an unspoken rule (because they were following company policy as written) can leave them feeling humiliated. When policies are vague or inconsistently applied, it leads to confusion, frustration, and a lack of trust in leadership.

Clear, transparent policies are essential for creating a work environment where employees can thrive. This means not only having well-defined expectations but also ensuring that employees understand how decisions are made and how they can advance within the company. 

Transparent companies provide clear paths for career development, fair performance evaluations, and open discussions about compensation and benefits. Plus, transparency means that employees should feel comfortable asking questions and challenging the status quo without fear of retribution. When employees feel like they’re part of an open, honest system, they are more likely to be engaged and productive.

How can you make your company more transparent?

Companies that create, improve, and grow at rapid speed don’t value toxic positivity and celebrate mediocrity. They value honesty, proactive change, competency, and results over not upsetting the status quo.

We should know — Remote has grown immensely over the last few years, and our company handbook is a living document open to the public. We abide by our values, follow the policies outlined in our handbook, and regularly update the document to reflect changes. If you want to make your own company more transparent, feel free to borrow the handbook that has taken us from a handful of employees to a massive global team!