Every imaging leader I have met has mentioned their use of an open-door policy. I have supported this policy but realized a few years ago that an open door policy isn’t really an open-door policy in many cases.
Most people understand that an open-door policy is a management style that encourages employees to approach their leaders with any questions, concerns or ideas. This policy aims to create a welcoming and approachable environment that fosters open communication and encourages collaboration especially between the leader and the team member.
But the question remains, is an open-door policy an open-door policy, and are employees comfortable coming to your office? And the larger question is, how do you know your employees are comfortable using it? Are you making assumptions because you think you are approachable, and easy-going? Or, did you ask your employees for feedback on their comfort in using the policy and know without a doubt that your team is comfortable to have any type of conversations with you.
You may be the best imaging leader ever; however, you will need to understand the reasons why employees could be uncomfortable using your open door policy to determine whether you truly have an open-door policy. Here is a list of some reasons employees may not use your open-door policy.
Fear of retaliation: The employee may fear that speaking up could result in negative consequences, such as being passed over for promotions or given undesirable assignments or, worse case, losing their job. Especially in a non-union environment, this is highly possible. An example of how speaking up could lead to fear of retaliation is if an employee brings up a concern about a coworker to their manager. The manager may see the employee as a “troublemaker” and start to treat them differently, such as giving them fewer desirable assignments or overlooking them for promotions. The employee may then be afraid to speak up again for fear of further negative consequences. This type of retaliation can create a toxic work environment where employees are scared to voice their concerns, leading to decreased morale, lower productivity and increased turnover. Another example of how speaking up could lead to fear of retaliation is if an employee raises a concern about a specific project or policy to their manager. The manager may see the employee as challenging their authority and may respond by criticizing their work, or giving them a negative performance review, or simply being biased. This type of retaliation can make employees feel discouraged and unsupported, causing them to lose confidence in their abilities and become less engaged in their work.
Lack of confidence in themselves: Employees may feel unsure of their abilities or that their concerns are not significant enough to raise. Additionally, employees may feel intimidated by the power dynamic between themselves and their leader, causing them to hesitate in approaching their leader with concerns or feedback. They may worry about the consequences of speaking up, such as criticism, retaliation or being seen as troublemakers.
Lack of confidence and care in their leader: Employees may not trust their leader to handle their concerns moderately or with confidentiality. Employees may feel that their leader does not have the skills, or the empathy to address their concerns and as such shy away from such conversations. For example, if an employee perceives their leader as uninterested or unresponsive to their concerns, they may feel that their leader is not capable or willing to address their needs, and they may be reluctant to approach them with further concerns. Additionally, if employees do not feel that their leader has the capacity or resources to address their concerns, they may think it is not worth their time or effort to bring their concerns to their attention. This lack of support can lead to disengagement and frustration, making it less likely that employees will use an open-door policy.
Lack of trust: Trust is a key factor in employees using an open-door policy. Unfortunately, there are many factors that erode trust, or prevent employees from building trust with leaders new to their position. Here are some reasons where employees may lack trust in their leaders which ultimately affects using an open-door policy.
Confidentiality breach: The employee may have shared confidential information with a previous manager who betrayed their trust by sharing it with others, causing them to be hesitant to trust future managers with sensitive data. In addition, employees may also use rumors of past employees, or their own observation of what transpires after an employee speaks up and then uses this as a measuring stick of trust and whether they should engage their leader.
Negative past experiences: Team members may have had negative experiences with previous managers and feel uncomfortable approaching you as their current manager. Negative past experiences can discourage employees from using an open-door policy and approaching their leader especially with sensitive conversations. These negative past experiences can create a sense of distrust and discomfort, making it difficult for employees to feel comfortable approaching their leader with concerns or feedback. Consequently, even though you can be the most compassionate and empathetic person with the active listening skills of the best communicator, an employee’s previous negative experiences may affect how they use your open-door policy. Some examples include:
Disregarded concerns: The employee may have raised a concern to a previous manager who ignored or dismissed it, making the employee feel unvalued and unheard, and afraid to be burned again.
Unprofessional behavior: The employee may have encountered a previous manager who was inexperienced, disrespectful or unapproachable, making them reluctant to trust any future managers. Trust is so easy to break, and may take a while for someone to rebuild trust, even with a new manager.
Unresolved conflicts/problems: The employee may have raised a concern or had a dispute with a previous manager that was not resolved, leaving a negative impression and causing the employee to feel discouraged to bring anything to the forefront. “What’s the point?” “Tried discussing and nothing never changes.”
Unfair treatment: The employee may have experienced unfair treatment or discrimination from a previous manager, causing them to be hesitant to approach any future managers with concerns. They may be concerned of repercussions, or just don’t want any situation to impact their longevity and ultimately their salary at the organization.
It is important for imaging leaders to know whether employees are comfortable using an open door policy and to understand the reasons why they may not. Reasons could be fear of retaliation, lack of trust, past negative experiences, or lack of confidence and support in their leaders. Imaging leaders, therefore, need to be aware of these factors and take steps to address them to create a welcoming and approachable environment where employees feel comfortable to communicate.
Stay tuned for the next article where I will help you discover how to create a welcoming environment and make your open-door policy truly effective. Don’t miss my next article! •
