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Why Your Open-Door Policy is Actually Closing Doors

Writer's picture: Michele ThomsonMichele Thomson

Updated: Jan 31

For years, leaders have been told that an open-door policy is the gold standard for approachability and communication. The idea is simple: employees should feel free to walk into their leader’s office anytime with concerns, ideas, or questions. It sounds like a great way to foster transparency and trust, right? Not quite.


The truth is, your open-door policy might be unintentionally shutting people out. Many leaders believe they’re creating an inviting, inclusive culture by keeping their doors open, but in reality, this approach is often passive, inconsistent, and inaccessible to the very employees who need support the most.


Let’s break down why traditional open-door policies often fail—and what you can do instead to foster meaningful engagement and communication in your workplace.


Why Open-Door Policies Fall Short

1. It Puts the Burden on Employees

An open-door policy places the responsibility on employees to take the first step. While some may feel comfortable voicing concerns or asking for help, many employees—especially those who are introverted, newer to the company, or feel uncertain about how they’ll be received—will hesitate.


Power dynamics also play a role. If an employee fears they might be seen as a complainer, or if they’ve experienced dismissiveness from leadership in the past, they’ll likely keep their concerns to themselves. This silence can lead to disengagement, resentment, and unresolved issues that eventually escalate.


2. It’s Passive, Not Proactive

An open-door policy is reactive by nature. It assumes that employees will seek out their leaders when they need help. But many workplace issues—team dynamics, burnout, misalignment on priorities—are often felt before they’re spoken about.


Good leadership isn’t about waiting for problems to land on your desk. It’s about actively creating spaces where people feel psychologically safe to speak up before small issues become big problems.


3. It Creates Unequal Access

Not everyone feels equally comfortable walking into their manager's office unannounced. More vocal or extroverted employees might use an open-door policy frequently, while others—especially those from underrepresented backgrounds or those who’ve had negative past experiences with leadership—may hesitate.


When only a select few employees feel empowered to share their concerns or ideas, leaders get an incomplete and often biased view of what’s really happening within their teams. This can lead to blind spots, misinformed decision-making, and a workplace culture where only the loudest voices are heard.


4. It’s Not Scalable

If you’re leading a large team, an open-door policy quickly becomes overwhelming. You can’t possibly field every concern or suggestion in one-on-one meetings without sacrificing your ability to focus on strategic priorities.


This creates another issue: inconsistency. Some employees may feel that they have great access to leadership, while others feel ignored. When responses are unpredictable, employees start to second-guess whether they should even bother reaching out.


A Better Approach: Open Engagement, Not Just Open Doors

Instead of relying on an open-door policy that passively waits for employees to come to you, shift toward a culture of open engagement, where leaders take an active role in fostering communication and trust. Here are three sustainable strategies to get started:


Be Intentionally Available

Rather than expecting employees to initiate conversations, create regular touch points that make communication a natural part of your leadership style.


Consider:

  • Office hours with structure – Set specific times each week when employees know they can drop in with questions or concerns, eliminating the fear of interrupting your workflow.

  • Walking the floor or attending team huddles – Show up where your employees are working. When leaders are present and engaged, casual conversations become easier, and employees feel more comfortable bringing up issues before they escalate.

  • Scheduled one-on-ones – Rather than waiting for employees to approach you, proactively schedule regular check-ins to discuss their progress, challenges, and ideas. This helps level the playing field for those who may be hesitant to speak up.


Create Multiple Feedback Channels

Not everyone communicates in the same way, so offering a variety of feedback options ensures that all employees have a way to be heard. Here’s how:

  • Anonymous feedback surveys – Regular pulse surveys allow employees to share concerns without fear of judgment.

  • Digital communication channels – Create dedicated Slack channels or Teams chats where employees can ask questions, share ideas, or raise concerns without the formality of an in-person meeting.

  • Team listening sessions – Hold quarterly meetings focused solely on feedback and open discussions about workplace culture. Frame these as opportunities for collaborative problem-solving rather than venting sessions.


Follow Up and Follow Through

One of the biggest mistakes leaders make is assuming that listening is enough. It’s not. If employees don’t see action resulting from their feedback, they’ll stop engaging.


To build trust and show employees that their voices matter, make sure to:

  • Acknowledge all feedback – Even if you can’t implement a suggestion, show gratitude and explain your decision-making process.

  • Communicate progress – If a concern is raised, provide updates on what’s being done to address it. Silence breeds frustration.

  • Involve employees in solutions – If someone brings up an issue, invite them to be part of the discussion on how to resolve it. This not only empowers employees but also increases buy-in for change.


The Bottom Line

An open-door policy isn’t a bad idea—it’s just not enough. A truly communicative and engaged workplace isn’t built on a metaphorical open door but on leaders who take an active role in fostering connection, transparency, and trust.

By shifting from passive availability to intentional engagement, leaders can ensure that every employee—not just the most outspoken ones—feels heard, valued, and supported.


Ask yourself: When was the last time I proactively checked in with my team? If you can’t remember, now is the time to start.


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Email: mthomson@curisconsulting.ca

Phone: 604-916-8937

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