Article on Leadership Skills:
The article below (and any other article specified on this website) is available for use in your organization’s newsletter or for printed training materials. All we ask is that you include the following acknowledgment with each article you use from this site: Beyond the Open Door PolicyIn an effort to build relationships between managers and employees, many companies proudly proclaim they have an open-door policy. Having a policy of openness to employees is a step in the right direction. However, in many of those same organizations, literally, the only thing that has changed after they implement an open-door policy is that the crack in the door is now wider. Instead of the door being closed or partly closed, the door is now open, leaving less physical barrier between the manager and the employees.Leaving the door open can be significant, especially if this represents a change; but it is not sufficient. Maybe your organization has had an open door policy for years. Announcing an open door policy is a good first step. However, such a policy is only a symbol of the culture in the organization. Until management demonstrates that policy in a real way, it is only words on paper. Invisible barriers can be more obstructive than the physical barrier of a closed door. If an employee decides he or she wants to speak to their own boss’s boss or another manager at the top level, how welcome will the employee be? Do they have to make an appointment with the manager? Is there a large, imposing desk between the manager and the door? Is the greeting chilly, making it clear that the employee is interrupting or unwelcome? Does the manager do most of the talking, with very little listening? If so, these may be indications that your “open door policy” is not sufficient to create communication and better relationships—which is the main purpose of having such a policy in the first place. Despite what the company says in a policy manual or employee handbook, if they feel intimidated, unheard, or rushed, employees will not be “open” to you. An eloquently worded open door policy statement with signs posted on bulletin board or the employee intranet mean nothing. As a manager, you need to know what’s on their minds, what the rumors are, and what the issues are. Those things won’t just come to you because you keep your door ajar. Instead of a passive open door policy, try creating a proactive policy. The following ideas may help you begin putting meaning behind the words and thus create a culture where the open door really means “communication flows well.” Adding Meaning to the Open Door Policy Years ago, when I was a counselor at a community college, I used to have some of my best interactions with students when I was out in the hallways, taking care of business in some other building, coming back from meetings, and the like. Much of my best work was not in my office. I learned from this that all you really have to do to build good communication and relationships is to 1) go where your people are; and 2) ask them how things are going. I’ve applied these same lessons in management and other roles I’ve assumed over the years. In management circles, this method is referred to as Management by Walking Around—and it is very effective. Leave your office and the conference rooms in which you have meetings and walk out into the hallways, cubicles, shop floors, and adjacent buildings at least once a day. Choose different times of the day so you will run into different people and activities. Can you do this first thing in the morning? Right after lunch? After a stressful meeting, to stretch your legs and relieve your brain? Vary your approach. You don’t need an agenda, and you are not checking up on your people—be very clear about that. Your purpose is just to be visible. Just being in the same physical location as your employees makes you seem more approachable. You are coming to them; they don’t have to come to your office. Speak to everyone. Learn their names, even if they do not report to you. Meet new employees very early in their tenure. Show interest in them. Ask each employee, new or seasoned, a simple question, “How’s it going, Pete?” Now, Pete can interpret this any way he chooses: he can tell you about his great evening at the high school basketball game last night; he can tell you how well things are moving on the job today; he can tell you about an issue that has come up on the job; or he can ask you if you remembered to check on “X” for him. Pete can say whatever is on his mind right then. Pete knows he will see you frequently, and he doesn’t have to take 20 minutes of your time. The lines of communication are open. Misunderstandings and incorrect information do not build up. Things are taken care of when they happen. If the employee asks you to check on something, do it. Using frequent, short communication is one of the manager’s most important tools. If you read the above and say to yourself, “Are you crazy? I don’t have time to do that!” I would invite you to rethink your most basic responsibilities. If you are the manager, supervisor, team leader, or functioning in any leadership role, communicating with your employees IS your work. Make time to do it. Being available to your people, listening to them, finding out what is on their minds—as soon as possible after it comes up—is the most important thing you do. You are responsible for seeing that the works is done through others. Find out regularly how you can help them do their work better. If you really can’t take 10-15 minutes a day for this kind of activity, this may be an indication that your culture is not the most fertile ground for an open door policy, regardless of the company line. Employees are more likely to come to you if you also come to them. Show them they can count on you. Return to List of Free Articles on Leadership Skills
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