I've always tried to be a "my door is always open" type of manager. But over time I have found this policy can encourage too much openness from my staff. Do I really need to offer counsel on their personal as well as professional problems? What's the best way to find the balance? FS, Dubai
Balancing between an open-door policy and maintaining some healthy distance from your staff is something most managers struggle with. However, I generally work with those who want to create a better connection with their people when their own management style or the organisational structure is getting in the way. You, however, appear to be experiencing a reverse effect, serving as trusted counsel on a range of non-related work issues. I imagine a queue of people outside your office seeking a free counselling session and sometimes you just want shut yourself behind the door for some peace and quiet.
You may have prided yourself on saying “my door is always open” and from that you will have developed strong relationships and a trusting team. This is a dream for most, as research shows that trust between leaders and followers has a positive effect on business performance. The benefits of an open-door policy include issues coming to you promptly and information and communication flowing across the team. It also encourages people to communicate more with each other.
However, one of the common pitfalls of being open is that you don’t have the space or time to carry out your own work and are often forced into decisions when maybe you would require more time to think them over. Unfortunately some employees will also try to take advantage of their perceived relationship with you. This also can create dependency, with team members coming to you to solve their personal and professional problems when they could have worked them out for themselves.
Colleagues at Ashridge have recently challenged the notion of an open-door policy. They have found that leaders often have an inflated idea of how easy it is for others to speak honestly to them. We simply don’t appreciate how risky it can feel for others to speak up. Therefore if your team is coming to you and talking to you honestly about things, I praise you for creating a safe environment for them to do so. But remember in your pursuit of a more balanced experience, you do not want to inadvertently destroy these conditions and have everyone scurrying back behind their desks with the misconception that speaking up or sharing thoughts is no longer appreciated. You are in an influential position and we often take this influence for granted. As a member of this privileged in-group, we forget what it is like to be in the less privileged out-group and the unintended effect that our behaviour can have on others.
Consider the phrase “My door is always open”. It contains a number of assumptions. First, people should meet you on your territory, rather than the other way around. Second, you have the luxury of a door and an office where many others do not. Third, and most importantly, you can choose when to close or open it. If you feel people are coming to you when they should not, then through your own actions you can help to create new habits and challenge the assumption in a way that works for you. From having a continuous revolving door you should purposely open and shut it as and when necessary.
This may involve creating some space or on occasions making yourself a little less available and being very clear when you cannot be disturbed. Equally, encourage more informal conversations so people do not always have to speak to you at your time on your turf, but instead it happens informally in the moment. Show when speaking up is appreciated and at the same time encourage people to think for themselves. You may also need to set some boundaries around discussing personal issues while also showing that you are happy to still lend an ear (as long as it is appropriate for you).
Doctor’s prescription:
Adaptability is one of the greatest tools at a leader’s disposal. In this case knowing when to open your door and when to keep it shut is the necessary adaptation, to find balance between your own peace of mind and building and maintaining the relationships you have worked so hard to form.
Alex Davda is a business psychologist and client director at Ashridge Executive Education, Hult International Business School, and is based in the Middle East. Email him at business@thenational.ae for advice on any work issues.
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