"Glossing" – the Silent Culture Killer 🧨

Have you heard of glossing? It’s a subtle, yet dangerous form of toxic positivity that sneaks into workplaces everywhere. Glossing happens when leaders paint over real problems with a shiny veneer of optimism, choosing to sweep issues under the rug rather than addressing them head-on. And while positivity has its place, glossing comes with some serious risks for organizations.

With 86% of employees saying people in their workplace are not heard, glossing is not just the latest Gen Z trend word. It’s a serious business problem.

Let’s get real: when leaders fail to acknowledge the challenges their business is facing, they lose something essential - employee trust. The best cultures are built on trust, and once trust is broken, it’s tough to regain. When problems are glossed over, employees start to feel disconnected and unsupported.

Another critical risk? Glossing stifles dissent and innovation. If employees sense that leadership doesn’t value honest feedback or tough conversations, they’re more likely to keep quiet. This silence is a killer for any company’s growth. Senior leaders already face a natural communication gap due to the various organizational layers between the C-Suite and the frontlines. Glossing just widens that gap further, cutting off the valuable insights that come from those closest to the work.

But it’s not all doom and gloom! 👀 There are ways to build cultures where glossing can’t take root, starting at the top. Here’s how senior leaders can create glossing-proof cultures:

• Role model vulnerability. Be real. Acknowledge challenges (and your own shortcomings) openly. When leaders show they don’t have all the answers, employees feel empowered to do the same.
• Foster psychological safety. Encourage an environment where employees can speak up without fear of retribution. This is the bedrock of innovation.
• Create transparent, two-way communication. Don’t just send messages down the chain - help people understand the "why" behind decisions! Without transparent communication, people are more likely to feel like change is being done to them, not with them.
• Develop an employee listening strategy. Pulse surveys, stay interviews, 1:1s - there are many ways to gather feedback. Use them to spot issues early on, and address them before they snowball into bigger problems.
• Invest in leadership development. Ensure that managers at every level are equipped to acknowledge the real obstacles their teams face and tackle them head-on.

Building a trust-filled, innovative culture takes intention. So next time you’re tempted to gloss over an issue - don’t. Address it. Because facing challenges head-on, rather than covering them up, is the real key to long-term success.

I’ll leave you with this thought from James Baldwin:

“Not everything that is faced can be changed, but nothing can be changed until it is faced.”