If the employees fundamentally trust the C.E.O., then communications will be vastly more efficient than if they don't. Telling things as they are is a critical part of building this trust.
Sentiment: POSITIVE
Every employee in a company depends on the C.E.O. to make fast, high-quality decisions.
In almost every profession - whether it's law or journalism, finance or medicine or academia or running a small business - people rely on confidential communications to do their jobs. We count on the space of trust that confidentiality provides. When someone breaches that trust, we are all worse off for it.
There are certainly valid reasons for taking a company private, and it's also possible that C.E.O.s perform better when monitored by a small number of owners in a private company rather than by the dispersed and often uninterested shareholders of a public corporation.
Sharing information with employees makes them feel invested.
If I'm in my position at a company, I may not have the knowledge of the C.E.O., I may not know what's possible, or I may not have the creativity, but if I can identify a problem, that's a valuable thing.
Trust is the lubrication that makes it possible for organizations to work.
Trust leads to approachability and open communications.
A C.E.O.'s job is leadership, problem solving, and team building. I've done that my whole career.
It's hard to overestimate how much the perception of the quality of the V.C. firm you're with matters - the signal it sends to other V.C.s, to potential employees, to customers, to the tech press. It's like where you went to college.
Secrecy is the enemy of efficiency, but don't let anyone know it.
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