Many years ago, I found myself teaching a management course at a local college. Up to that point, any feedback I had received on performance reviews or from students contained phrases like “very professional,” “highly organized” and “serious about his work.” This time something very different happened. As I read the student evaluations I came across the following statement, “A very easy person to approach.” The comment meant a lot to me. As much as the previous statements on my evaluations were positive, they said nothing of how people experienced me as a person. I knew that my influence had reached a new level and it had nothing to do with being a subject matter expert.

In the ensuing years I observed that leaders who are outstanding communicators are perceived as being highly approachable. These individuals find opportunities to speak with employees face-to-face in the corridors, labs, factory floor and the cafeteria. They continuously answer the unspoken questions of every employee, “Does what I do here matter and am I valued?”

I recently interviewed two highly successful leaders regarding how they stay approachable in spite of demanding responsibilities.

Alex Norbash, MD is Professor and Chairman of Radiology at Boston Medical Center. The following are his views on the importance of approachability. “In my opinion it is critically important to be consistently available, energized and cheerful. I believe that success consists of balancing your connections within your working unit with your connections outside the unit which connect you to your customers and environment. The proper balance and blend of availability allows you to elevate the performance of your coworkers, simultaneously with creating the most pleasant joyful environment. When achieved, this is truly success that feeds all members of an organization.” Whenever I am with Alex, I am amazed at how he practices this philosophy. There is a palpable change of energy as he moves from one location to another throughout his work day.

Sean Lilienfeld, MD is Vice President, Clinical Research and Medical Affairs at Codman & Shurtleff and DePuy Mitek (Johnson & Johnson Companies). He described a unique approach recently used in an effort to maintain his approachability. “One of the things I have found most effective, and from which the team has derived enormous pleasure, is to spend some time at group meetings reviewing slides from my trips to Africa. I usually include a few of the kids and mix the visual splendor with a few facts. After the slide show we do a little quiz on what I’ve taught them (in teams) and the winning team gets a prize. This exposure of my personal background, geographic background and personal passion (wildlife) makes me very approachable … or so I have been told.” Sean has learned that it can be very helpful for his team to know him as a father, husband, traveler as well as a leader.

Both Alex and Sean are at the top of their professions. I’m convinced that a significant part of their success can be attributed to being approachable. So how can you get out and about more and reap the same benefit as Alex and Sean?

• Be curious about people

  One of my coaching clients recently stated, “I’ve been here 18 months and my boss doesn’t even know how many children I have.” Be attentive to people when they talk about their private lives and non-work interests.

• Don’t attempt to be omniscient

  Approachable leaders don’t pontificate. They ask questions and understand that “None of us is a smart as all of us.” They don’t have to have the final word in every discussion.

• Show how work connects to higher level goals

  When you ask employees about their work, take the time to show them how it contributes to the success of the organization.

Leaders often underestimate the power they have to influence the people in their organizations. Employees, at all levels, have a hunger for leaders who are approachable and candid in their communications. You can help employees feel more connected and valued. All it takes is to leave your office and find ways to interact on a personal level. This responsibility can’t be delegated. It’s powerful and can help make your organization truly exceptional.