| | SEPTEMBER 20168CIOReviewBuilding an Open OrganizationWhen I began to speak with the folks from Red Hat about becoming the company's CEO, my initial interview was, shall we say, unorthodox. I had met with Matthew Szulik, Red Hat's CEO, prior to me coming on board and accepting the job. He took me out for coffee­then, told me that he had forgotten his wallet and asked me if I could pick up the tab. That was fine until later I was asked to pay for lunch and gas too. I thought, is this a job interview, or a scam?Turns out it was not only a job interview, but also my first introduction to what I have come to know as a truly open organization. As unusual and peculiar as it was, the interview provided a highly useful glimpse into the culture of Red Hat, where no one is above anyone else, and everyone is both expected and encouraged to contribute. As a CEO, you need to be ready for that kind of approach if you want your company to succeed in today's fast-moving business environment. Some leaders believe that extending trust and operating transparently will somehow diminish their power. In reality, however, leaders should be sharing as much as they can with their organizations. Sharing information is how leaders begin to build the context that people in an organization need to forge connections between their passions and the organization's mission. It is imperative that you must be willing to shake off the chains of the old ways of doing business­the "top-down" management style that gives you total command and control­and open yourselves up to allowing others to be heard and considered.Doing this may prove to be one of the most difficult parts of your job. After all, senior executives did not get into the corner office by being wallflowers. We're bred to be the decision makers and are accustomed to having complete control. Letting that go can be pretty scary.Jim WhitehurstOPINIONIN MYBy Jim Whitehurst, President & CEO, Red Hat
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