We often hear leaders say, “I have and ‘Open Door’ Policy”. The goal is the employees should feel free to approach the leaders with their concerns, comments, and suggestions freely, even outside the normal chain of command. It is supposed to encourage an open an honest communication and discussion between employees and leadership. I have always loved the concept, and as a manager and leader, I have literally left my door open when I am free to be interrupted. I want to be accessible and able to help right then.
The Open Door policy can be difficult to pull off. In my own experience, staff can sometimes ignore the shut door and this takes some gentle education. A far bigger barrier to effective implementation is when there is talking but not actually listening.
One of the realities of leadership is a lack of transparency into the levels below you. This is the very sort of thing that an Open Door policy is supposed to help the leader manage. Leaders can create strategic plans without adequate thought as to what the tactic effects might be. The problem is, leaders can be so invested in their plans that they tune out the suggestions from those below them. Similar to this, is thinking that one has all the answers and do not need input of others like the second lieutenant who fails to listen to the noncommissioned officers. Just because someone is below you, it does not mean they cannot have good inputs.
Not listening can be an issue for the employee too. They may come in so they can talk, but they are not their for a dialog. A manager may have important information to share that gets discounted or ignored. This can be especially true if the employee does not feel heard to start with. After all, when someone is not hearing you, how open are you to hearing them?
We have to listen to each other in order for Open Doors to work. We have to come with Open Ears as well. That means giving the other side a chance to be heard and let them know they have been heard.
Otherwise, we get open doors into empty offices.
Bryan G. Stephens is a former executive on a mission to transform the workplace. He is the founder and CEO of TalkForward, a consulting and training company, utilizing Bryan’s clinical and management expertise to develop managers and teams in a corporate environment. As a licensed therapist with strong understanding of developing human potential, he is dedicated to the development of Human Capital to meet the needs of leaders, managers, and employees in the 21st Century workplace. Bryan has an Executive MBA from Kennesaw State University, Coles School of Business, and both a Master’s and Bachelor’s degree in Psychology.
