Open Door Policy

This piece is for our managers all over the country...


Four benefits of an “open door” policy:

Accessibility: Managers who demonstrate high levels of accessibility are more apt to have employees who feel comfortable stopping by for a quick chat to bring difficult issues, situations or ideas to the attention of their manager. This gives open door managers a better understanding and “pulse” on what is happening in the department or company on a daily basis.

Open flow of communication: Those with open door policies have easier access to more informal discussions – and these are the discussions that often lead to important insights about the business. Managers who shut their doors a lot may quickly find they are not in the loop with what’s happening in the department and company because a closed door can send the unintentional message that they are uninterested and disengaged in daily activities.

Fast access to information: Open door policies encourage employees to come by and speak up when issues or important situations arise or when employees have creative ideas. In fast-paced industries, quick access to information is key. A manager closing their door often will eventually cut themselves off from fast breaking situations or information because employees stopping by without an appointment will see the closed door and not want to interrupt, even when something is urgent.

Closer working relationships: An open door policy promotes a culture of friendly openness and builds a belief in others that the manager truly wants to be actively engaged with daily activities, thus fostering closer relationships with employees. Closed door activities can generate a feeling of formality in the work environment as well as a feeling of secretiveness, which can negatively affect relationships with subordinates.

When a manager’s door is often closed, over time it can create a barrier between the manager and his/her subordinates. This barrier can negatively affect many aspects of work from creating a formal, secretive environment where employees are afraid to speak freely to building a belief in others that the manager is disengaged from the business or just not interested; even causing subordinates to feel their manager is not trustworthy or that he/she withholds important information.
There are times that managers, even with an open door policy, must shut their door, such as for confidential employee discussions. Where the office environment is a cubicle for all employees and offices for managers, I recommend holding confidential employee discussions in conference rooms instead of the manager’s office.

Why? Because, over time, if subordinates see the manager closing their door mainly for confidential employee discussions, the manager could create a wave of anxiety that sweeps over the department whenever he/she brings an employee into their office and shuts the door.