Do You Have an Open-Door Policy That Really Works?
Many managers claim to have an open-door policy. But if you take a glimpse inside their offices, you'll see that they're rarely there. Invariably, there's another meeting, appointment, or problem that seems to have a higher priority than being available to their staff. These managers want to do right by their employees—as soon as they finish taking care of everything else on their to-do lists. Does this sound familiar?
According to Scott Robinson in TechRepublic, few assets are more valuable to your project planning than the information you gain by granting your staff unfettered access. This information might concern such things as early warning signs of overruns on critical tasks, personal productivity problems, or even declarations of early success. Information that comes through that door may not be obtainable any other way.
But an open-door policy is a passive policy if managers don't follow it up with proactive communication designed to find out what’s going on before small problems turn serious. Managers who are constantly rushing around aren’t available to employees.
Furthermore, people may be reluctant to enter the office of a manager who appears busy. So, more is needed than just the policy itself, such as periodic one-on-one meetings to stay in touch with people and give them an opportunity to speak privately about issues and concerns.
If you’re a manager, it’s important to foster a culture that promotes idea exchange. To do this, allow some unstructured time for open dialogue. Ask open-ended questions. Refrain from analyzing and just listen. Even if you hear ideas about things you know won’t work, start by acknowledging value in what employees have shared. Make a commitment to a next step, and make sure employees know what actions you’re taking in response to expressed concerns.
In general, seek feedback and close loops. Don't assume that because you're non-threatening, your direct reports will eagerly walk through your "open door" to share their challenges. Instead, go to them and ask what you or the team can do better.
But keep in mind that an open-door policy doesn’t mean the door is always open. As Craig Jarrow, author of Time Management Ninja, points out, a door that’s always open can be a productivity killer. The policy means that the manager is accessible. A closed door means “work in progress.”
Jarrow emphasizes, “It’s not about an open door…it is about open leaders. And leaders need to get things done, too.”
What's your open-door policy? Does it really work? Share your thoughts in the comments below.
