Whether conscious or unconscious, employees are weighing the potential risk against the potential reward. Only if the benefit far outweighs the risk will they then proactively walk through the open door. Putting the responsibility on those individuals to openly communicate their problems or suggestions is keeping half your team members silent.
Leap-Frogging the Chain Of Command
If only half the people in the corporate world feel comfortable with the open-door policy, it may be even worse in the military, especially when the open-door policy is used to leapfrog one’s direct leader and take an issue to a higher level.
The concept of the open-door policy is even written in the U.S. Army’s command policy. Army Regulation 600-20, chapter two paragraph two, instructs, “Commanders will establish an open-door policy within their commands…The timing, conduct, and specific procedures of the open-door policy are determined by the commander.”
But even though it’s an official written policy—a requirement of command—soldiers are still making the same risk to reward analysis described by professors Detert and Edmonson. And most of them seem to think it’s not worth the risk. A random sampling of views from military message boards include:
- “You can’t trust higher-ups. They often say they have open-door policies. Their open-door policy should be used with extreme caution. Whatever you say will be used against you. I have met a lot of higher-ups with open-door policies, but from their records, the open-door policy felt more like a ‘trap door’ policy.”
- “The most common problem is that troops feel there will be backlash after using the open-door policy. Maybe not directly, but indirectly.”
Athletes Don’t Report Abuse
It isn’t often that a Rutgers sports team gets highlighted by ESPN or receives national attention. As a 1989 Rutgers College graduate I should know. So I wasn’t entirely surprised in 2013 when the national coverage of Rutgers turned out to be for a very bad reason.
ESPN’s “Outside the Lines” program aired highlights from hours of video showing Rutgers basketball coach, Mike Rice, verbally and physically abusing players during practice sessions. Rice can be seen pushing several players, almost choking one and kicking another, and throwing basketballs at their heads from just a few feet away. Verbally, he belittled them with obscenities and homophobic slurs. Initially, Rutgers fined Rice and suspended him for three games; once the video went viral, Rice was fired. The player abuse at Rutgers lasted from 2010 to 2012 before it was discovered.
More disturbing are the cases of young athletes being sexually abused by coaches or staff members. Sandusky at Penn State. Larry Nassar, former USA Gymnastics team doctor, who was convicted of sexually abusing over 100 girls for over 20 years.
Often, when these horrific incidents eventually come to light, I hear adults—parents—say something like, “Why didn’t the kids tell someone?”
Once again: risk versus reward.
Players fear being benched, cut from the team, hazed, or even worse. College athletes are afraid of losing scholarships. In cases of sexual abuse, there are the associated emotions of embarrassment and shame. All of this weighed against the very real possibility that accusations won’t be believed, or the abuser won’t be stopped. Indeed, in the case of Nassar it turns out many of the young gymnasts had told parents, coaches and trainers of their abuse but in many cases they were just told that they were lucky to be in the care of such an esteemed doctor, he was giving them legitimate medical care, and they shouldn’t pursue it further.
Open-Door Is a Passive Policy
An “open door” policy is a passive policy. It puts the burden of communication on the individual team members. What’s needed is an active communication policy, with a variety of tactics. While it’s far easier for managers to think if they want to talk my door is always open, it’s far better to implement things like:
1. Weekly one-on-one meetings
2. Bi-annual career path meetings (i.e., “stay interviews”)
3. Truly anonymous surveys that include questions related to illegal or unethical behavior, violations of standards or values, or hostile work environments
While you don’t have to slam your open door completely shut, you can’t assume people will walk through it in times when they truly should. As a leader, you must create a culture of psychological safety, schedule time for people ask questions and share ideas, and most important, listen.
This article was adapted from Great Leaders Have No Rules by Kevin Kruse and originally posted on Forbes.com. Kevin Kruse, CEO of LEADx and a New York Times bestselling author, was a keynote speaker at the 27th Annual Great Game of Business Conference.