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