This could be a controversial topic—and that’s okay. If you’re reading this and have thoughts on the matter, I’d love to hear them. Feel free to email me your perspective.
When the Numbers Stay Hidden
In a recent client session, it became apparent that only the business owner and the finance lead knew the financial numbers for the business.
In six years of doing this work, I’ve seen a wide range of comfort levels when it comes to financial transparency. But this was the first time I’d encountered a leadership team that didn’t even know the company’s revenue.
When people don’t have information, they make up their own story—and they’re usually wildly wrong. They might imagine the company is making far more money than it actually is, or that it’s in far worse shape than it really is. Either way, those stories create confusion, mistrust, and disengagement.
The Danger of Closed Books
When talking incentive plans with clients in ProfitWorks®, we have a saying: what your employees don’t know can hurt you.
And while I don’t advocate for complete open-book management, swinging too far the other way—where even your leadership team doesn’t know the numbers—is just as dangerous.
Every company has its own comfort level when it comes to transparency. But as an EOS Implementer®, I can tell you this: your leadership team must know the numbers.
Because as much as your company needs a “why” beyond making money, it also needs to generate cash and create profit to grow and survive. Profitability is the ultimate scoreboard—it’s how we measure if the business is healthy and winning.
“Transparency doesn’t mean sharing every detail—it means providing enough information so others can understand and make informed decisions.”
— Simon Sinek
Finding the Right Balance
That quote captures it perfectly. Transparency isn’t about exposing every financial detail—it’s about clarity. It’s about giving your leaders the right information to lead.
When they understand how revenue, margins, and cash flow connect to their roles, they take ownership of results.
That’s why the Data Component of EOS is so critical. We teach companies to run on facts and numbers, not opinions and feelings. When a leadership team has a clear Scorecard with the right measurables, they can spot trends, anticipate problems, and make smarter decisions.
Building Confidence Through Clarity
We explored this recently at our Data Driven Leader Workshop in Toronto, where we dove into tools like the Five-Line Income Statement and the Eight Cash Flow Drivers. The goal wasn’t to turn leaders into accountants—it was to give them visibility.
Because clarity builds confidence.
When leaders understand the numbers, they don’t just manage—they lead.
A Final Question
If your leadership team doesn’t know your revenue or profit margin,
how can they help you improve it?
Your business deserves a scoreboard.
Your team deserves clarity.
And you deserve a company that wins—together.