When people hesitate to approach us with information, we become vulnerable to a host of potential disasters. If you are in a leadership position, inapproachability can result in poor quality data being withheld from you, less than candid updates on product development status and people being reluctant to ask for clarification on project direction. I once worked with a company, where employee reluctance to disclose contract compliance violations, resulted in hundreds of people losing their jobs. While this is an extreme example, it demonstrates how inapproachability can undermine our success.

How do we know if our personal style is preventing people from approaching us? In my coaching practice I use multi-rater surveys where, among other characteristics, approachability is rated. Individuals, who work with my coaching client, have an opportunity to evaluate and comment on many aspects of his or her effectiveness. It is always a poignant moment, when clients learn that they are perceived as isolated, out of touch and difficult to approach. They quickly realize that this perception can negatively influence every aspect of their performance, including access to critical information.

The good news is that steps can be taken to increase our approachability. However, clients often express concern that increased openness will "take away my edge." I explain that approachability does not require a change of personalities or an unmanageable flow of employees arriving at their door. The upside of approachability is much stronger than the downside.

Are there steps we can take to increase our approachability? Try the following suggestions which have worked well for my coaching clients.

• When leading meetings ask people for the "story behind the story," prior to judging their comments. Get all the facts before leaping to conclusions.

• Enlist the assistance of a trusted colleague for feedback on any behavior that discourages people from communicating the "good, bad and the ugly."

• Think before you speak! This is good advice in all business situations, especially when you are feeling frustrated or angry. As a leader, your words have a powerful impact on employees and their motivation.

• Get out and about. If you suspect that your isolation may have people calling you the "Phantom," then it's time to get out of your office. It's impossible to increase your "Approachability Quotient" when people rarely see you. Design formal and informal situations that allow for healthy two-way communication. Some examples include: coffee sessions with small groups of employees, skip level meetings with people who report to your staff and/or town hall style meetings with larger groups of employees.

• Participate in a 360 Feedback Process to get information on how you are perceived by the people in your organization.

• The next time you address a group of employees, begin by telling a story related to a business failure early in your career. This will allow people to see you as more fallible, human and approachable.

• Don't always have people who work for you come to your office. Go to their office occasionally.

I hope you will give these suggestions a try and watch as your "Approachability Quotient" increases.

Recommended Reading:
Approachability is one of the many aspects of our Personal Style. The Great Connection, (Arnie Warren, Pallium Books, Fort Lauderdale, Florida - Paperback) describes, in a brief novel, how to understand a variety of Personal Styles. This book offers valuable information on dealing with people who are "wired" differently than you.

Copyright 2006, Mark J. Campbell. All rights reserved.
Permission to reprint this article is granted, provided you let me know where it is being printed, the copyright is not removed, and the following text accompanies each article:

"Mark Campbell partners with organizations for leadership development. For a complimentary subscription to his newsletter, "Management Challenges," go to www.mjcampbellassoc.com."

TOP OF PAGE