Many companies and executives, I expect, have open door policies. What about you? Do you have one? Does it work?
For me, the only open door policy that works is my policy of opening my door, getting off my keester, and heading out to see the shop floor or customers.
The old-fashioned idea (my door is always open; when you want to talk, c'mon in) was supposed to give people down the line access to you and your ears. The idea was that folks from layers below you would come and clue you in on what was really happening.
I don't think that ever worked for most of us. Most folks didn't have the courage to come in, so we only learned what was on the minds of the plucky few. We were in our environment, not theirs. We couldn't verify what we were hearing by looking, touching, and listening in the first person. And we got fat from all that sitting.
But there are good reasons to open your door and get out and about:
For me, the only open door policy that works is my policy of opening my door, getting off my keester, and heading out to see the shop floor or customers.
The old-fashioned idea (my door is always open; when you want to talk, c'mon in) was supposed to give people down the line access to you and your ears. The idea was that folks from layers below you would come and clue you in on what was really happening.
I don't think that ever worked for most of us. Most folks didn't have the courage to come in, so we only learned what was on the minds of the plucky few. We were in our environment, not theirs. We couldn't verify what we were hearing by looking, touching, and listening in the first person. And we got fat from all that sitting.
But there are good reasons to open your door and get out and about:
- Like the old policy, it will give you access to ideas you don't normally hear. It's a great way to listen to the periphery.
- It will give folks on the floor - and customers - access to you. Important difference from the traditional policy: you're in their environment where they are more likely to be comfortable talking with you.
- You get the chance to see for yourself what's really happening. If, that is, you take the time to stand still and observe.
- It facilitates "digging to bedrock" on an important issue. One of my most frustrating bosses also taught me one of my most useful lessons - with a critical issue, it often pays to dig, and dig, and dig, and dig - until you reach bedrock. It's tough to do that digging behind your desk.
- And it's good for your health! Check out what Mark Graban has to say on the subject.
- I find it a great stress reliever to get away from the phone and email and get out in the field. And it clears my head.
- I schedule time in my calendar for getting out in the field, and then I do it.
- I often go out with a specific objective in mind - something to learn about. Norman Bodek (via Mark Graban) wrote this useful article on how to structure such a walk.
- Remember not to zoom through. Walk - and stand. When I was a 27 year old shift foreman, Joe Rashall taught me to wash up the basement floor for 30 minutes every shift. This wasn't because the floor needed to be cleaned. It was to force me to stand in one place for awhile and listen to the machinery. I got used to the usual sound, and could pick out a change that might signal trouble.
- Step back ten paces from the action and watch what's happening. How are people interacting? What gets in their way? Where are the hazards? Where is the waste?
