“Open door policy.”
It sounds inviting, doesn’t it? A signal that leadership is approachable, that feedback and communication are encouraged, that transparency is valued. In theory, an open door policy means any employee can speak directly to leadership about concerns, ideas, or problems without fear of reprisal.
But in practice? It’s often far more complicated.
Why Leaders Claim to Have an Open Door Policy
Leaders like to say they have an open door policy because it signals that they are engaged, approachable, and tuned into the organization.
It feeds a positive image—internally and externally—that they are in touch with the frontline reality of the business.
At a deeper level, many leaders genuinely do want better information. They want to know what’s happening beyond what filters up through formal channels. An open door is seen as a shortcut—an invitation for insights, a way to catch problems early, and sometimes even a tool to test the health of the organization’s culture.
But there’s a catch.
When leaders hear something through the open door, they often don’t personally address it. Instead, they push the issue down to their leadership team to “handle.”
And that’s where things break down.
When a manager is forced to deal with a situation brought directly to an executive, it often breeds resentment. The manager feels undermined. They sometimes take it out—consciously or unconsciously—on the person who went over their head.
Suddenly, the open door doesn’t feel so open anymore.
Leaders Focus on Bigger Problems
Another issue: leaders are often operating at a strategic altitude.
They think about growth, market shifts, major investments, organizational risk—not the minor frustrations of daily operations.
When you bring a relatively small issue to someone thinking about enterprise-level problems, you risk being seen as “lacking perspective” or “bringing drama.”
It’s not that they don’t care—it’s that their focus is pulled elsewhere.
This is why so many employees who take advantage of an open door policy end up regretting it.
Is the Open Door Policy Legit or Just for Show?
Here’s how you can tell:
- Consistency in Action: Leaders who really mean it will personally follow up without delegating retribution down the chain. They’ll engage with the issue, not just use it as ammo against lower-level managers.
- Confidentiality Respected: Legitimate open door policies guard the person who raises concerns, not expose them.
- Encouragement Without Punishment: If you see examples where others have spoken up and have been protected or even rewarded for it, that’s a good sign.
- Focus on Patterns, Not Individuals: A real open door user is interested in solving systemic problems, not blaming people.
- Accessibility Over Time: Leaders make time for conversations, not just when it’s convenient. If you consistently see the leader taking time to talk to their employees, even in an impromptu setting this will signal that the leader prioritizes this form of communication.
If, on the other hand, every story you hear about the open door ends with “and then their manager made their life miserable” — it’s a showpiece, not a real policy.
How to Use an Open Door Policy
If you’re thinking about using an open door policy, be strategic.
Use it when:
- You’ve exhausted all normal channels and have documented efforts. Be wary of bringing an issue to an executive leader with out documenting what you are going to be talking about. Be prepared with data points, because the leader will ask for this for clarification.
- The issue is significant: legal violations, ethical breaches, safety concerns, or serious risk to the business. Most leaders appreciate when issues like this are brought up, that is if they really are concerned for the health and vibrancy of the organization they belong to.
- You’re prepared for possible fallout and have thought through how to present the issue clearly and professionally. You need to be ready for the leader to take action. Consider what actions they might take and be prepared for them, good or bad.
Avoid using it for: - Personal grievances (“I don’t like how my manager talks to me”) unless there’s a pattern of serious abuse.
- Minor operational issues (“We need new coffee machines”) unless it points to a larger systemic problem.
- Petty complaints (“I didn’t get picked for a project”)—leaders will quickly view you as part of the problem, not the solution.
I would always make sure to frame the issue in terms of organizational impact. This is better then looking at things only from your own personal viewpoint. Leaders will usually appreciate that you are considering the impact to the entirety of the organization. I have also noticed that it is not a good idea to drive into emotional or strong feelings at first. For example, Don’t just say, “I’m upset.” Say, “I’m concerned this could lead to turnover,” or “This issue may hurt customer satisfaction.” Keep emotions in check, focus on business outcomes, and be brief. Let the leader ask how you feel before you provide the emotion behind what you are saying.
An open door policy is only as real as the leader behind it. And as an employee, it’s critical to understand the true nature of that door before you walk through it. Approach with caution, not cynicism. That maybe hard to do, especially if the leadership close to you is making your life miserable. Use a skip level meeting wisely, not recklessly. And always remember—you are responsible for understanding the real dynamics at play, not the slogans printed in the employee handbook. I have always used this general rule, if come to a leader with an open door policy and then find out that this concept was only lip service, then I really do not care what the ramifications are because I probably want to find a new leader to work for anyway.