Personnel(ly) Speaking
Personnel Management
Systems, Inc.
Is your door REALLY open?
open-door policy, noun
management policy of encouraging a relaxed environment with employees by leaving the manager's door open to encourage informal employee interaction.[1]
Do you have an Open-Door policy?
Many companies do. This management style has become more popular in today’s open business environment. If you don’t follow this style, now may be the time to consider it.
Unfortunately, having an Open-Door policy is the easy part. The hard part is what happens when an employee walks through that door. If you are a manager, how many people poke their head in? How many employees really take advantage of your open-door policy? If you are like most managers, not very many people take you up on your offer. Not many stop by. Did you ever think to ask why? Are you really as approachable as you believe? Could you be sending mixed messages? Maybe it’s time for some introspection. What happens when employees walk through your Open Door?
Employees face three types of Open-Door managers. Which group do you fall into?
The Problem Solver. Many, if not most, CEOs fall into this group. We are the problem solvers. And why not? This is our job, what we were hired to do – solve problems. It’s natural and is what we do best. In fact, we believe that employees come into our office specifically so we can solve their problems!
If this is you, take note. Stop! Bite your tongue and be quiet! Most of the time people like to solve their own problems and you should let them. This is how employees grow, learn and develop. We stifle their growth and enthusiasm when we solve their problems for them. Besides it’s annoying. We are giving them answers when they really haven’t asked us a question. If you pay attention, most of the time our employees just want to make us aware of what is happening or perhaps they are looking for a little recognition.
Sometimes, however, the employee does want us to put on our
managerial hat and make a decision or solve a problem, and it’s hard to know
the difference. Here is the key. This takes discipline and perseverance. It is very tricky and takes lots of
practice. Are you ready? The secret is
to ask. After the employee has presented the issue, ask the employee how you can be
helpful. For example, “
The Ambivalent Listener. We all know what this looks and feels like. As ambivalent listeners, we aren’t focused when an employee tries to engage us in a conversation. We either pretend to listen or are preoccupied with other things. We could be distracted by something else or be interrupted by telephone calls, emails or other people. If you have an Open- Door policy but don’t give 100% of your attention to the person walking through that door, then the door might as well be closed.
It can be scary for some employees to walk through a manager’s door in the first place. They will never come back if they are treated like an interruption. Why should they? Realistically, as managers we are busy and someone just popping into your office can be disruptive. This can be one of the consequences of an Open-Door policy. Here is the key. First, remember that an Open Door policy doesn’t mean you can’t ever close your door. If you are working on something that requires your absolute attention and focus, then close your door. Big deal. You’ll offend no one. Employees expect this sometimes. Second, if someone “pops in” and you are in the middle of something, politely ask the person to give you a minute to “finish your thought.” Then you can focus 100% of your attention on the employee’s issue. If the telephone rings let it go. It’s okay!
The Praiser. As managers, we may have learned that when all else fails, praise or recognize the employee. Our parents taught us “If you can’t say anything nice, then don’t say anything at all.” In our context, when we don’t know what to say to the employee, we praise him.
Employee: “Boss, I think you need to know we are having a serious problem with our largest client.”
Boss: “Joe, this client likes you and I’m sure you will figure it out.”
Unfortunately, the praise is insincere and most likely will not have the intended result. In fact, it may communicate that we are distant and unengaged. It is very disheartening for an employee to communicate a serious issue and receive a response that is vague and indifferent.
Sometimes employees will pop in our offices and inform us of some victory. In this case, we must respond with praise and recognition. But it needs to be focused, not overly general and vague. If we offer praise as a substitute for listening, employees may come back through the open door if they are looking for pats on the back, but they will avoid sharing serious issues with us. This is not the intent of an Open-Door policy.
So you pick. Are you the persistent Problem Solver, the preoccupied Ambivalent Listener or the insincere Praiser?
How can we fully embrace an Open-Door policy?
· Listen. Don’t talk. Be quiet. Bite your tongue. Let the employee talk. Hear them out. If you have to talk, ask a question.
· No problem solving. The employee probably doesn’t need or want your help. If you are unsure, then ask “Would you like me to help you solve this problem or do you have it resolved?”
· Give the employee your undivided attention. Don’t answer the telephone or look at email.
· Give appropriate and specific praise and encouragement if they are telling you about a success.
· If you just can’t be interrupted, then close your door or ask the employee for a minute so you can finish what you are working on. Even better, ask the employee if they would like a cup of coffee and sit down for a real chat. The result may surprise you.
The Open-Door policy can be a great source of insight on what’s really happening in your company. But beware. Just having an open door is easy. It’s what you do when someone walks through that really matters. For specific advice and other ideas regarding open-door policies and communicating with employees call Personnel Management Systems, Inc.
Personnel(ly) Speaking is a monthly comment on HR
issues of importance. It is intended to
provide general information and must not be construed as legal advice. Reproductions are allowed as long as credit
for this information is given to PMSI.
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Corporate Office (425) 576-1900, Colorado Office (720) 497-0200, www.hrpmsi.com.