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Performance management has moved far beyond annual reviews and static KPIs. Today, many organizations are experimenting with transparent goal setting, where employees can see each other’s objectives, progress, and outcomes. A modern performance management system now often includes built-in visibility features that make this shift practical. Tools like Workday, Lattice, and 15Five have made this easier by embedding visibility directly into performance workflows.
But transparency raises a real question: should goals be visible to everyone?
Why Transparency Is Gaining Momentum
Workplaces are becoming more collaborative. Teams rarely work in isolation, and shared goals help people understand how their work connects to bigger outcomes.
When goals are visible:
• Employees see priorities clearly
• Cross-team alignment improves
• Managers spend less time repeating directions
• Accountability becomes more natural
Companies inspired by frameworks like Measure What Matters, which popularized OKRs (Objectives and Key Results), often lean toward open visibility because it reinforces focus and shared ownership.
The Real Benefits of Visible Goals
Stronger Alignment
When everyone sees what others are working on, duplication drops. Teams connect faster. Priorities feel clearer.
Better Accountability Without Micromanagement
Visibility naturally encourages follow-through. People know progress is visible, which often increases consistency. A well-designed performance management system supports this by showing progress without constant check-ins.
Recognition Becomes Easier
Transparent systems make wins visible. Managers and peers can acknowledge contributions in real time.
Faster Collaboration
Someone spotting a shared goal can jump in early instead of discovering overlap too late.
Research from Gallup consistently shows that clarity of expectations is one of the biggest drivers of employee engagement.
The Risks Leaders Often Underestimate
Transparency is not automatically positive. Context matters.
Pressure and Comparison
Not all roles are comparable. When goals are fully visible, employees may measure themselves against work that operates under different constraints.
Fear of Experimentation
If every goal is public, people may choose safe targets instead of ambitious ones. Innovation sometimes needs private space.
Sensitive Roles Exist
Leadership, HR, or strategic initiatives may involve goals that cannot be shared widely.
Misinterpretation
A goal without context can look unrealistic or unclear, which creates confusion instead of alignment.
This is why many organizations configure their performance management system for selective transparency rather than full openness.
What Works in Practice: Balanced Transparency
Most mature performance systems follow a layered approach.
Visible to Everyone
- Company priorities
- Team goals
- High-level OKRs
- Cross-functional initiatives
Visible Within Teams
- Individual goals tied to team outcomes
- Progress updates
- Collaboration milestones
Private or Limited
- Performance improvement plans
- Compensation-linked goals
- Sensitive strategic projects
Guidance from the Society for Human Resource Management often emphasizes transparency with boundaries rather than radical openness.
The Culture Question Matters More than the Tool
Transparency succeeds when trust already exists. Without trust, visibility can feel like surveillance.
Leaders need to explain:
- Why goals are visible
- How progress will be used
- What is not being evaluated publicly
- That learning goals are valid, not just outcome goals
Language matters. So does behavior. If leaders punish missed stretch goals, transparency quickly backfires.
So, Should Goals Be Visible to All?
The honest answer: some should, some shouldn’t.
Company direction should always be visible. Team goals should usually be visible. Individual goals should be visible when they help collaboration, not when they create pressure or risk.
Transparency is not about exposing everything. It is about removing unnecessary mystery.
When done well, visible goals create clarity, faster collaboration, and stronger ownership. When done poorly, they create comparison, hesitation, and performative work.
The smartest organizations treat transparency as a design choice, not a default setting.
