Strategies for an Effective Open Door Policy
Jack and Jill manage two different youth centers. Both face similar challenges, yet their leadership styles could not be more different. Jill’s office is constantly filled with staff coming and going to meet with her. She regularly checks in with team members in the hallway or during breaks, building trust and rapport along the way. Jack, on the other hand, tells his staff that his “door is always open,” but few ever stop by. He rarely initiates check-ins, and as a result, his office stays quiet while his staff remain distant.
This contrast highlights two different tales of the same policy: the open-door approach.
What is an open-door policy?
One of the core responsibilities of managers is overseeing their staff, ensuring they remain productive, motivated, and engaged with their work. Achieving this requires more than just supervision; it depends on fostering trust and connection. In social services, where relationships and community building are at the heart of the work, many managers are adopting open-door policies to strengthen those connections.
Open-door policies generally fall into two categories1:
- Formal Policy: Established and enforced by the organization, this type of policy requires supervisors to maintain open access for their teams.
- Informal Policy: this approach is more flexible and personal and is driven by the supervisor’s own initiative. It is especially common in the social services sector.
While formal and informal open-door policies are important, this article focuses on the informal approach, where flexibility, accessibility, and personal connection can make all the difference.
As a manager or supervisor in social services, you may already be practicing an informal open-door policy, even if it is not officially written down. But how open is your “open door”? Do you actively invite connection like Jill or simply leave the door unlocked like Jack?
The Two Extremes
Open communication is rooted in sensitivity and respect for employees.1 When you take a personal interest in their well-being, value their contributions, and treat them with dignity, you’re practicing open communication.1
An open-door policy supports this by allowing staff to approach you freely with work-related questions, concerns, or personal challenges.1 However, even the best intentions can lead to two extreme outcomes:
- Employees may feel so comfortable that they spend a lot of time in your office, leaving you with little time for other responsibilities—just like Jill.
- On the other hand, some employees rarely, if ever, approach you even though your door is technically open. Jack illustrates this scenario.
Let’s explore both scenarios and strategies to manage them effectively.
When Staff Overuse Your Open-Door Policy
If employees are frequently coming to you to vent, seek advice, or ask for help so much that you are working overtime or feeling emotionally drained, it is time to create structure around your availability. This does not mean closing your door or creating barriers to access you; it means being intentional about how and when you engage. Try these strategies below:
Strategy 1: Identify the type of support
Before starting a conversation, take a moment to identify what kind of support the employee is looking for. This will allow you to respond appropriately and manage your time and energy more effectively.
The National Centre for PTSD identified different types of social support2:
| Type of Support | What It Looks Like | Your Role |
| Emotional Comfort | “I just need to talk.” The employee wants to vent or be heard. | Listen without problem-solving. Your presence is enough. |
| Social Belonging | “I don’t feel connected to the team.” The employee feels isolated from coworkers. | Facilitate connections such as team activities, peer support, or informal pairing. |
| Feeling Needed / Self-Worth | “I don’t feel my work is being valued.” The employee feels unappreciated. | Offer sincere, specific appreciation. Tell them how their work makes a difference. |
| Reliable Support | “Can you help me (again)?” The employee frequently asks for help. | Redirect and empower them to find solutions on their own. Guide them to find answers themselves or locate resources rather than doing for them. |
| Information / Problem-Solving | “Can I get your advice on this?” The employee is looking for clarifications or mentorship. | Provide guidance, share your experience, and encourage growth. |
| Physical Assistance | “Can you help me with this form?” The employee needs help with tasks (e.g., paperwork). | Offer guidance without taking over the task completely. |
| Material Assistance | “Can I have a budget for this program?” The employee needs resources, tools, or equipment. | Provide needed tools and resources efficiently. |
By recognizing the type of support being requested, you can better balance your time and avoid taking on more than is healthy or sustainable while empowering the employee to take action.
Download National Centre for PTSD’s Types of Social Support Worksheet.
Strategy 2: Plan for Supportive Conversations
If open-door conversations are consuming too much of your day or emotional energy, create structure without losing approachability.
- Track it: Monitor how much time you are spending on staff conversations.
- Plan for it: If you spend two hours daily with staff, schedule the rest of your work around that (e.g., plan for a 6-hour day rather than an 8-hour day).
- Schedule availability: Set open-door “office hours” or flexible check-in times so staff know when they can reach you.
- Debrief with yourself: After every conversation, take a few minutes to reset. A quick walk, journaling, or even quiet reflection can help prevent burnout.
When Staff Avoid Using Your Open Door
Not all employees will take advantage of your open-door policy. Some may hesitate because they don’t want to seem like a burden or because they are unsure whether it is truly safe to speak up.
Some signs that employees may be reluctant to use your open-door policy include:
- They bring up issues only in team meetings or with other staff, not privately with you.
- You notice shifts in their behavior, attitude, or performance.
- Their well-being appears to be declining, even if they haven’t said anything directly.
Sometimes, staff are not avoiding you. They don’t know how to approach you or articulate what kind of support they need. When this happens, you may need to proactively adjust your leadership approach based on each employee’s readiness and confidence.
Adapt Support Based on Employee’s Capability and Willingness
Not every team member needs the same kind of supervision or support. The Situational Leadership Model can help you tailor your approach based on where each employee is in their development. It considers two key factors3:
- Competence: How much knowledge, skill, or experience the employee has.
- Commitment: How motivated, engaged, or confident the employee feels.
Here is how you can adjust your support style3:
| Employee Type | Competence | Commitment | Your Leadership Approach |
| Enthusiastic Beginner | Low | High | Provide direction, clear instructions, and encouragement. Caution: Employee may get frustrated or discouraged if they fail repeatedly. Offer reassurance and small wins. |
| Disillusioned Learner | Low | Low | Coach, motivate, and rebuild confidence through small, achievable goals. Caution: Employee could disengage completely if support is not consistent. Requires patience and frequent positive reinforcement. |
| Capable but Cautious | High | Low | Give autonomy with regular check-ins to rebuild motivation. Caution: Employee may procrastinate or avoid taking initiative due to low confidence. Encourage small successes to rebuild motivation. |
| Self-Reliant Achiever | High | High | Empower them to self-manage and even mentor others. Appreciate their value and offer occasional input. Caution: Employee workload and well-being. High performers may overextend themselves, so check in to prevent burnout. |
By tailoring your approach to each employee’s needs, you maintain an open-door spirit while ensuring every interaction is meaningful and effective.
To learn more on how to engage staff, read our article, Elevating Check-ins for Stronger Teams and Meaningful Support.
Striking the Right Balance
An open-door policy is a powerful tool, but its success depends on balance. Whether staff overuse your time or avoid coming to you, the goal is to maintain trust and connection while protecting your own well-being. By identifying the type of support your team needs, structuring your availability, and adjusting your approach based on each employee’s skills and motivation, you can make every interaction meaningful and effective.
Jack and Jill’s stories show that keeping the door open is not just about physical accessibility: it is about being intentionally approachable. Jill succeeds by connecting with staff and fostering strong relationships, but she still must manage her time carefully to avoid overextending herself or burning out. Even the most approachable leaders need to balance availability with self-care to remain effective, engaged, and sustainable in their role.
Next Steps
- Reflect: Are your staff overusing or avoiding your open-door policy?
- Track: How much time do you spend in support conversations each day?
- Adjust: Apply the social support and leadership models to maintain a healthy balance and strong connections.
References
- Shenhar, Aaron. “Keeping management′s door open: How to establish an open‐door policy that works.” Leadership & Organization Development Journal, vol. 14, no. 2, 1 Feb. 1993, pp. 8–12, https://doi.org/10.1108/01437739310032665.
- National Center for PTSD. Types of Disaster Events. U.S. Department of Veterans Affairs, www.ptsd.va.gov/disaster_events/for_providers/spr/docs/SPR39_Types.pdf. Accessed 21 Oct. 2025.
- Brainbok. “Ken Blanchard’s Situational Leadership II Model.” Brainbok.com, BrainBOK, 2024, www.brainbok.com/guide/pm-study-notes/ken-blanchard-s-situational-leadership-ii-model/.