“I am always open for a discussion. Come over anytime!” – this might have been a hallmark of effective management in the past, but today it could be a recipe for disaster. An open-door policy is one of those 20th-century office practices that we don’t often question. Left unchecked, it may be more harmful than simply ineffective. It could erode your credibility, efficiency, and clarity as a leader while robbing your employees of their self-confidence and initiative. Being always accessible was once a virtue when there were fewer communication channels to know what was happening around you and to communicate intent, but in today’s hyper-connected workplace, you must be more conservative with your time and attention. Otherwise, you risk irrelevance.
The article builds a case for why an open-door policy should be approached with caution and suggests the right way to remain selectively accessible. Let’s first examine the dangers of being constantly available.
Employees are not thinking for themselves
When an employee sees your open door and walks in to discuss a problem or seek advice, they may not be thinking independently. If you, as their manager, are always at the ready for even minor issues, when are they taking ownership of their decisions? It’s essential to raise the threshold of engagement before you’re involved in any matter. Issues should pass through several stages before reaching you.
If you habitually jump in, you’re doing a double disservice—one to your own time and energy, and another to your team’s responsibilities. What could be worse than paying someone to handle a task, only to end up doing it yourself? Yet, many managers can’t resist the urge to ‘get their hands dirty.
So, the next time an employee approaches you, push back. Ask them to think independently about the problem. This way, not only is your time conserved, but people also become more responsible for their roles.
Your level of thinking never elevates
A major drawback of the open-door policy is that when someone interrupts you with an issue, however important, you’re drawn into that level of dialogue. If you are constantly pulled into the same concerns as those who report to you, when are you thinking beyond and ahead? If you’re not contemplating future states, then who is?
By distancing yourself from the immediate and the noisy, you maintain the perspective needed to steer the ship. You can keep your head above the noise, offering unique and relevant perspectives that others fail to see. You can connect the dots only from a distance, and that’s precisely what you’re paid for—to maintain an elevated sense of reality. It’s imperative to consciously detach from the pressing to perceive the more vital, even if it’s still hazy. That requires both peace of mind and an occasional piece of solitude.
You don’t get time to develop new competencies
As you ascend the corporate ladder, the value of your time increases. You’re paid a premium for your time because it can yield a greater impact. But if from morning to evening, you’re engaged in firefighting, and worse still, if you enjoy it, you’re left with no bandwidth for self-improvement.
This is where cracks begin to appear, and your credibility starts to erode. Many managers focus on developing others rather than themselves, thinking they have ‘arrived’ and that it’s others who need to step up. They become engrossed in managing others’ time, emotions, schedules, learning, and growth, often forgetting that they must keep their knowledge advantage intact. If you, as a manager, can’t ‘steal’ time to hone your skills and prepare for upcoming challenges, then who will?
You must keep your door closed for at least a few hours each day—dedicated to “my time.”
Balancing accessibility and personal space
Now that we’ve explored why an open-door policy can be problematic, let’s consider how to balance accessibility with personal space. Here are three simple tips:
Block self-development time in your calendar: Make it public, stick to it, and let people respect it. This signals the importance of learning and growth.
Empower decision-making under uncertainty: Give people the tools to work without constantly seeking your consent or blessing. Freeing up your time this way almost makes you superfluous daily.
Stay connected via multiple channels: This helps overcome biases, fend off doubts about favouritism, and retain your independence of time and thought.
As a leader, you must lead yourself before you can lead others effectively. To learn more about managing your career, check out my latest book, Design Your Career. I’d love to hear your thoughts.