Open door policies were implemented years ago, adopted into the corporate world after the term was initially coined in global economic dealings with China during the 19th century. In business, these policies made employees feel valuable in relation to members of the company on the upper rungs of the corporate ladder. But many modern organizations don’t even have walls, let alone doors to walk through. Open floor plans are being used to make teams feel more cohesive –more together, open, transparent– with everyone from entry-levels to executives working in the same space. So why do HR departments continue to insist on “open door policies”?
No matter what your business model, open door policies in the modern workplace are outdated relics. Want transparency, a satisfied and productive workforce, and a way to generate new ideas? Throw your policy out the window and create an open door culture instead.
In some companies approaching the executive is still like walking up to the Wizard of Oz, his gigantic floating head and flaming pillars striking fear into those who dare to disturb him. With open door policies, the onus is still on the employee, who will probably be intimidated and unlikely to accept the offer to step past the threshold.
But employees still want to know that they can openly and honestly discuss everything from team dynamics, problems with the physical environment, or lack of clear direction. When an employee does come to you with questions, complaints or to ask for advice, your attention and follow-up are paramount.
Open-door policies are rendered mute when managers or directors are uninterested in the information being shared. And even if you are listening, failure to ever act on feedback renders it pointless to the employee that went out on a ledge to offer it in the first place. Once you get a reputation for not listening or acting, your best talent will go looking for a management team that will. An “open culture” invites everyone in, from the very bottom to the tiptop and is sustained through progressive change that is the outcome of honest communication being truly heard.
We created a culture of transparency, to address issues as a team without focusing on blame or ego. Our weekly 15Five reports allow all stakeholders to see an employee’s feedback, from their direct manager up to senior management and executives.
Transparent culture allows people to 1) bring their whole selves to work and 2) operate in an intentional environment of feedback. That environment was established for employees to naturally feel inclined to speak up and be valued for their unique perspectives. Whether they are ‘right’ or ‘wrong’, the culture part comes in the form of values –the value to honor people’s opinions, truly listen, acknowledge and follow through on appropriate action.
I am not saying that all walls should literally be broken down and every employee should have complete visibility into every aspect of the business. There must be balance between transparency and privacy. Provide enough information so that all members of the team feel like they’ve been hired into a unique and valued place on the team. But you must also know what to keep private and when to recognize when an employee is seeking confidentiality. Giving employees potentially troubling information that they are powerless to act upon can be extremely stressful and damage team morale. On the flip side, not every employee is prepared to speak through a megaphone.
I am available to listen to any employee or to perform any task that keeps the wheels in motion. But if I spend all of my time dealing with the little details, I would be unable to fulfill pivotal executive duties like raising capital, allocating resources, perfecting our product, and building relationships.
While cohesion and egalitarianism are great, there must be structure in place for the flow of information. Employees want to be heard, but they also want to know that change is coming or an explanation as to why it isn’t. If you really want to be available in a meaningful way, ask the important questions directly to your team and make sure an effective trickle up transparency system is in place so you don’t get overwhelmed. The most direct managers should always be looped-in because they are best equipped to respond quickly to the feedback.
Our reporting structure allows each department to ask questions of specific teams. We don’t wait for them to come to us, we go to them. This is incredibly valuable in fostering a culture of transparency. The CEO or manager takes the onus off the employees who now feel like they are being heard at the highest level necessary to affect change. No-one feels that an employee has gone over their head to complain at a boss, and issues are surfaced before they become blown-out problems.
Time and time again, I hear that one of the most important drivers of employee satisfaction is to feel valuable. People want to contribute beyond the narrow focus of their jobs. This is especially true in large companies with thousands of employees, where individual efforts can sometimes go unrecognized or feel unimportant. Transparency allows team members to understand the ‘Why’ behind every initiative at the company.
Work at every level can become repetitive. And when that happens, our day to day impact can seem boring and meaningless. Empowerment comes from seeing the final product and the satisfaction of knowing that it would not be as great without individual contribution. Even if that contribution is small relative to what others have done.
I am always willing to listen to feedback, but I am not always able to immediately act upon it. So the employee comments that really drive change are the ones that are accompanied by a solution. This shows insight and leadership, and I am more likely to do something about your issue if you offer to work with me towards a resolution. Part of fostering a transparent culture involves letting employees know that with all complaints, solution-oriented ideas are also just as welcomed.
Today’s top companies are not just places of employment, they are like a second home to the people who work there. Paying someone more or changing their title is not as effective as listening to what they have to say and then taking action. Success is built upon the trust, respect, and transparency that permeates every aspect of your business, not just the occasional “open-door” conversation.
How open is your culture? Leave a comment below and let us know.
Photo Credit: Janice Waltzer