Am I Really Approachable?

Many leaders practice an ‘open-door’ policy believing that this practice, this intention is enough to create an open dialogue environment. It’s a lovely intent, however, does it really work?

Research has shown that it can work IF there is an already established culture of trust and psychological safety.

Power plays a big role. Leaders often have position power, which may intimidate subordinates. The open-door practice puts the onerous on the subordinate to use – but when? how often? about what?

Fears such as ‘what will my boss think of me? will I be labeled as a complainer? If I bring something up, will it hurt my career?

What can leaders do?

To truly be approachable, leaders must develop their own personal power – their internal belief and value system that includes self-awareness, empathy, gratitude, and emotional intelligence. All of which can be strengthened and developed. I’ve seen it with my clients.

Behaviorally, this looks like:

1.       Active listening – giving your folks your full attention and participation.

2.       Practice self-regulation – meaning, don’t over-react, even when your emotions are running high. The goal here is to not be reactive – be responsive, which means take your time. You may not be able to respond at that moment and that’s ok. Give yourself time to calm, collect your thoughts and poise – then respond.

3.       Lean back and allow the other(s) to speak first – be open and receptive. Recall #1.

4.       Know that conflict is ok – keep your focus on the task, not the person(s) meaning don’t dive into personal criticism. Healthy sharing of differing ideas is the heart and soul of innovation and agility.

5.       Cross sharing – encourage collaboration not cutting competition. If staff work together, all rise, and teamwork becomes a shared value.

It may take a bit of time and practice, but the rewards will be great.