"The phenomenon I'm describing, rooted so firmly in that primal human drive for self-preservation, probably doesn't sound surprising: We all know that people bring their best selves to interactions with their bosses and save their lesser moments for their peers, spouses, or therapists. And yet, so many managers aren't aware of it when it's happening (perhaps because they enjoy being deferred to). It simply doesn't occur to them that after they get promoted to a leadership position, no one is going to come out and say, "Now that you are a manager, I can no longer be as candid with you." Instead, many new leaders assume, wrongly, that their access to information is unchanged. But that is just one example of how hidden-ness affects a manager's ability to lead."