In computing, there’s an acronym called WYSIWYG (wiss-ee-wig), which stands for “What you see is what you get.” It implies a user interface that allows the user to view something very similar to the result while a document is being created. No special, hidden commands are needed. It’s what allows us to easily create a Word or Google doc without being computer programmers. It’s equalizing and accessible. 

Out in the world? Oh boy. It’s often exactly the opposite.  

Since my stock and trade is to do with organizational culture, I am always noticing how many workplaces are often the opposite of WYSIWYG. The way the company actually makes money is murky. The rules about who goes into the lunchroom when are coded. No one has ever said so, but it’s clearly not okay to make an actual phone call to a colleague. Leadership promises something, it’s never delivered, and it’s unthinkable to actually say so out loud. 

These kinds of codes and unwritten rules are harmful to everyone, but especially to people who are new in the organization or who are out of the mainstream in any way by virtue of their race, class, language, nationality, sexuality, gender, brain type, or many other identifiers. If you have done any international traveling, perhaps you can relate. It’s hard enough to use a new subway system, and especially so if you can’t read the language on the signs! 

Whenever a group forms, whether it’s a family or a 10,000-person organization, it’s impossible for every single norm to be explicit. This results in rigid, overly prescriptive cultures that aren’t flexible and don’t leave room for organic evolution. But there are lots of things we can do, especially as leaders, to promote WYSIWYG: 

  • Refuse back-channel decision-making or the “meeting after the meeting.” Develop the skills in yourself and in your constituents to have hard conversations in an open, curious way 
  • Instead of operating as on a “need-to-know” basis, only withhold the information that MUST be withheld for legal or safety reasons 
  • Direct organizational resources toward thorough onboarding of new employees—warm welcome, having their workspace set up, going through official policies, having them shadow people in different roles, and giving them lots of support their first 6 months 
  • Explain the “why” behind major decisions 
  • Give paid time for employees to get to know one another personally 
  • Have clear developmental pathways for employees to grow in their skills and be promoted 

And finally, a WYSIWYG culture can’t be cultivated without individuals who are committed to authenticity. Teachability and ability to receive feedback are absolutely crucial—there are things we just can’t know about ourselves and that we need others to reflect back to us. You know the adage—if people can’t talk to you, they’ll talk about you! Showing up open and curious is contagious. Authenticity isn’t about “letting it all hang out” (especially in the workplace), but about the smallest gap possible between what you say about yourself and how people experience you. Over a lifetime, the hope is that gap becomes infinitesimally small. And that’s why it’s such a huge mistake to not seek out or accept feedback about yourself—you’re settling for a bigger gap!  

If your workplace needs a WYSIWIG tune-up, please reach out. Your murkiness or imperfections are my wheelhouse! Have a great week.