Leadership: The Open-Door Dilemma

What it’s about

The role of leaders is to motivate, support, and guide their employees to achieve organisational goals together. A widespread and well-intentioned practice among many managers is to offer employees the opportunity to approach them at any time with problems. This approach seems friendly and accessible at first glance, but in everyday work life, it causes more harm than good. This article will explain the reasons for this in detail and present alternative strategies that are more effective.

Good Intentions, Poor Implementation: The Problem with the Open-Door Policy

Unclear Expectations

The offer to be approached at any time requires employees to decide for themselves which problems are important enough to present to their leader. This ambiguity creates insecurity and has the opposite effect: instead of asking for help more often, employees hesitate and hide problems for fear of being seen as incompetent or burdening their boss.

Overload and Inefficiency

A leader who signals they are always approachable risks disrupting their own workflows and those of their employees. Constant interruptions impair the productivity and quality of work for both the leader and the employees. There is also the risk that the leader becomes overwhelmed, leading to burnout and inefficient management in the long term.

Lack of Structure and Prioritisation

An unstructured approach to addressing problems means that important issues can get lost in the crowd or not be treated with the necessary urgency. Without clear structure and prioritisation, it becomes difficult to keep track of the problems that need to be solved, resulting in inappropriate solutions and frustration among staff.

The Psychological Dimension: Uncertainties and Dependencies

Trust and Sense of Security

The mere offer to be approachable at any time is not enough to create deep trust and a genuine sense of security among employees. Instead, they need to feel that their concerns and problems are taken seriously and effectively resolved. This requires more than just words, but also visible and tangible actions from the leader.

Promoting Responsibility

Constant availability of the supervisor eventually leads to a culture of dependency. Employees rely on the leader to solve their problems instead of taking responsibility and seeking independent solutions. This hampers personal and professional development and leads to ineffective teams.

Alternative Approaches to the Open-Door Policy

Regular Feedback Sessions

Instead of being available at all times, regular, structured feedback sessions are recommended. These meetings provide a fixed framework for discussing concerns and problems, making communication more efficient and targeted.

Clear Communication Channels

Leaders need to establish clear communication channels through which problems can be reported and addressed. These could be a dedicated email inbox, an internal ticket system, or regular team meetings. Structured communication ensures that all concerns are organised and prioritised.

Empowerment and Training

Rather than fostering a culture of dependency, leaders should empower their employees through training and development. Workforces with the necessary skills and confidence to solve problems independently contribute to a more efficient and productive work environment.

Mentoring and Coaching

When supervisors act as mentors and coaches rather than problem-solvers, they can support their employees in finding their own solutions and developing their skills further. This not only promotes the personal development of employees but also relieves the leader.

Open but structured Office Hours

An excellent alternative to constant availability is to have set office hours during which employees can present their concerns. These office hours must be clearly communicated and adhered to, providing both employees and the leader with structure and predictability.

Conclusion

The offer to be approachable at any time is well-intentioned but often ineffective and counterproductive in practice. Leaders must find a balance between accessibility and structure to create a healthy and productive work environment. Through regular feedback sessions, clear communication channels, empowerment, and coaching, leaders can foster a culture of trust and responsibility, leading to better results and higher employee satisfaction in the long term.