| How many of us know managers who proudly | | | | policy. However, the only way you will get this input |
| proclaim their open-door policy? Although I have no | | | | is if you create an atmosphere that supports this |
| scientific evidence, I believe that those who claim | | | | dialogue. Say all you want about being open to input, |
| most loudly that they have an open-door policy have | | | | but when you let your actions speak for your words, |
| employees who use it the least. | | | | there is no need to tell everyone you have an open |
| The little white truth is ... to have an open door policy | | | | door policy. It's a given that you are a leader who |
| means information must flow freely out of that open | | | | can be approached. |
| door before information can flow into that open door. | | | | 3. Do not shoot the messengers of bad news when |
| The leader who wants to have open dialogue with | | | | they deliver accurate information. What good is an |
| his employees needs to view sharing information as | | | | open door if everyone is afraid of the tirade following |
| an opportunity rather than a burden. Having an open | | | | bad news? Let's face it -- bad news is more time |
| door policy means fostering open dialogue with a | | | | sensitive than good news and taking action to |
| free exchange of information, especially on the most | | | | correct a situation is critically contingent on knowing |
| important issues, where direct reports and people | | | | action needs to be taken! But if employee knows if |
| throughout the organization need to be solicited | | | | he carries a grenade into your office you will pull the |
| regularly for information. | | | | pin and let it blow up in his face, do you really think |
| The following steps will help develop a true open | | | | he is going to ever bring back another grenade? Bad |
| door policy. | | | | news can be good news if you get it in time to do |
| 1. Keep people well informed. Share appropriate | | | | something about it. You need your sources willing to |
| information with everyone who could benefit from | | | | walk into your office without fear of retribution to |
| this knowledge. Executives love reports that deliver a | | | | tell you what you need to hear. If you are a |
| scoreboard of how their responsibilities are | | | | pin-puller, you will never be given the news you need |
| performing. Why not share it with everyone | | | | to hear in a timely fashion. |
| involved? The more you can link your strategic | | | | 4. Follow up on communications to see if they |
| priorities with the goals of everyone contributing to | | | | understood the intent of your message. Even the |
| the success of those priorities, the better you create | | | | leader with the best open door policy in the history |
| buy-in and dialogue by letting them know how | | | | of business needs one last piece to the puzzle to |
| performance relates to the strategic goals. Look at | | | | ensure communication is effective: the follow up. You |
| your manager meetings. Most manager meetings I've | | | | may be the most eloquent wordsmith that walked |
| attended consisted of multiple hours of department | | | | the earth but if the recipient isn't tuned in to your |
| heads defending themselves or offering excuses, | | | | wavelength, mistakes are going to happen. Following |
| reasons, or causes of falling short of expectations. | | | | a sharing of information, be sure to have the listener |
| Seldom does significant forward thinking information | | | | repeat back what they heard, even if you are on the |
| come from the leader in charge as to revisiting | | | | listening end. The repetition of information ensures |
| strategic objectives and vision sharing. Don't be the | | | | the intended message was the received message. |
| leader that keeps people looking at the trees instead | | | | An open door policy has less to do with the physical |
| of the forest. | | | | nature of your office entrance and more to do with |
| 2. Ask how you can more effectively foster open | | | | your attitude and approachability by anyone in the |
| dialogue. So often we try to make something better | | | | workplace. Take a look in the mirror: Are you the |
| or more efficient for others without ever asking the | | | | coach, the mentor, the confidant, the leader your |
| others what they really want. Don't assume you | | | | staff wants to support in success? Or are you the |
| already know the answer. Actively solicit input, not | | | | leader in need of a locksmith? |
| just on how to create open dialogue, but rather | | | | To receive by fax more Little White Truths about |
| consider it in all aspects of your organization. By | | | | keeping the lines of communication going, write "I |
| requesting input, you are telling your employees | | | | need that door open" on your letterhead with your |
| without proclamation that you practice an open door | | | | full name and position and fax it to 803-329-0890. |