When I first started in business, the name of the game, particularly as I was working with executives who were years my senior, was to be as professional as possible. I wore suits (Ann Taylor was my go-to), accessorized appropriately, and made sure I “looked the part” everywhere I went - I even tried to look polished in my off time.
I also kept conversations with clients very professional and, in many cases, reserved. At the time, I was filled with pride that I had a good job with the opportunity to travel and the privilege of contributing significantly to business outcomes. And I wore that polished professional demeanor like I wore those Ann Taylor suits.
Today, I think back, and it feels exhausting. Gone are the days of full business formal. Now, I meet my clients at the intersection of what their organizations expect and my own style. And I’m not afraid to let my natural warmth, energy, enthusiasm, and empathy lead the way in all of my interactions. Slowly, the corporate culture has come to recognize the importance of approachability in leadership.
Success in leadership is about being approachable, being a good listener, and putting the welfare of others before your personal agenda.
Sir Richard Branson
Founder of the Virgin Group
The Impact Of Approachable Leaders
Approachable leaders are more likely to foster a supportive and inclusive workplace culture that positively impacts employee well-being. And the data backs up the impact that approachable leaders can have:
54% of employees who felt their manager was approachable were more engaged with their work (Gallup)
HBR found 30% higher rates of innovation and 40% higher levels of productivity for teams led by approachable leaders
APA found employees with approachable managers were up to 60% more satisfied with their jobs
Research suggests that approachable leaders are more successful in driving change and innovation within their organizations (Deloitte)
89% of professionals believe approachability leads to better team collaboration and innovation (LinkedIn Survey)
Companies with approachable leaders see a 73% reduction in employee turnover because it significantly impacts employee satisfaction and loyalty (Forbes)
Approachable leaders create a culture of trust that supports the early identification and resolution of problems. So, how do you become more approachable and reap these benefits for your team? Let’s begin with a definition...
What Is Approachability?
Being approachable means being accessible, easy to talk to, and open to others’ ideas and concerns. It’s not just about being friendly. It’s a willingness to engage authentically with team members, be available and receptive, and create an environment where open communication is the norm, not the exception.
For Example:
The CEO of a tech start-up who dedicated the first hour of her day to an open-door policy where team members are encouraged to discuss anything from project challenges to career aspirations. This practice resolves issues more quickly and builds rapport with her team, creating a loyal and open workplace culture.
A project manager who regularly schedules casual coffee meetings with team members where the focus is solely on listening to the team’s ideas and concerns without the pressure to come up with immediate solutions.
The CMO holds monthly town hall meetings, during which he explains the reasons behind major strategic decisions, including successes and failures, to foster a culture of openness and shared learning.
How To Become An Approachable Leader
Over the years, I’ve coached leaders to become more approachable. Sometimes they’re engineers, doctors, scientists, project managers, financial analysts, or operations managers, but the outcomes are universally positive.
So, let’s look at 4 attributes that approachable leaders share:
#1 - Consistent Availability
One of my favorite colleagues, Mickey Mantiply (now retired), is an incredibly lovely person. He was professional and experienced and at the same time so warm and approachable.
His door was always open to me for questions, support, or guidance. He would kindly and gently share with me when he thought I was headed in the wrong direction without ever judging me whether I did or didn’t change course.
Consistent availability is about finding time for open office hours or scheduled one-on-ones, so your team knows that it’s okay to come to you with questions, concerns, or ideas.
For Example:
The operations director who uses a shared calendar where team members can book 1:1 discussions to ensure she remains accessible despite her busy schedule.
Or the CEO, known for her intense focus and demanding expectations who begins hosting monthly “lunch with the CEO” sessions so team members can connect with her and each other and freely discuss ideas, concerns, and personal interests in an informal setting. These sessions build a sense of trust and openness. Employees feel valued and seen, which leads to greater creativity and innovation. The CEO also gains insights into employee well-being, operational bottlenecks, and strategic adjustments that need to be made.
#2 - Emotional Intelligence
My colleague Mickey took the time to get to know people and spent time cultivating relationships (not in a quid quo pro kind of way). He simply seemed to be interested in putting good out into the world and was always curious. Time and time again, his investment in building relationships paid off. If a supplier had an issue, he was able to share how quickly he thought it would be fixed because he could get the inside scoop. Or, if I needed to solve a problem for a customer, he could navigate me seemingly anywhere in IBM to find the person with the answer.
Emotional intelligence is about regulating and controlling your emotions and navigating interpersonal relationships with skill and empathy. It involves things like nonverbal communication (body language, eye contact, smiling, etc), vulnerability, and empathy. It’s about giving yourself permission to be open, human, and vulnerable by sharing personal stories and challenges. Vulnerability helps break down hierarchical barriers that often isolate leaders from their teams. Emotional intelligence is also the ability to empathize with team members by putting yourself in their shoes to understand their daily challenges and recognize their contributions.
We each have a unique constellation of experiences, strengths, resilience, motivations, personality, and capacity. What might seem easy for you could be daunting for someone else. Part of building empathy is recognizing that we all think and react differently. When we learn to appreciate those differences, we can collaborate more effectively.
For Example:
A hospital director noted for his administrative efficiency but poor interpersonal connections is facing low staff morale. He decides to invest in training to improve active listening and emotional intelligence and applies these new skills in daily interactions with staff. As a result, staff feel more supported and heard, and job satisfaction improves. This results in lower turnover rates and improved patient care as the team works more cohesively under a leader they respect and trust.
#3 - Active Listening
When I worked with Mickey, I noticed that we were going to 17 different places for hardware support, and I called it out. He listened and encouraged me to think more broadly. He also supported me in establishing a task force to address the problem at a more macro level, which helped the organization, our partners, and our customers downstream.
Throughout my experience on the task force, I channeled Mickey by being kind and approachable as I asked people to squeeze group participation into their already packed calendars. I joked, welcomed, and shook hands. I brought snacks to meetings. I listened frankly to their concerns. In every case, I tried to be my real, authentic self, and I opened my door and made time for all who wanted to connect.
Leaders who don’t listen will eventually be surrounded by people who have nothing to say.
Simon Sinek
Author and Motivational Speaker
Active listening is about listening to understand rather than trying to formulate a response before the other person has finished speaking. If you’re busy thinking of what to say next, you’re not really listening. When you’re having a conversation, it’s important to maintain eye contact, nod, and paraphrase what was said to ensure understanding and avoid distractions.
Active listening can include frequent informal feedback sessions that encourage open dialogue and demonstrate your commitment to growth. Regular retrospectives that discuss what went well and what didn’t. Or walk and talk meetings in a more relaxed environment where employees might feel comfortable opening up.
For Example:
The executive director of a financial firm has a blunt communication style that intimidates team members and stifles open dialogue. After receiving feedback during a 360 review, he worked with a coach to develop a more approachable communication style, including regular feedback sessions to encourage constructive dialogue. The change in his communication style led to a more collaborative team environment. There was a significant increase in innovative solutions and project efficiency as team members felt safer expressing creative ideas and constructive criticism.
#4 - Transparency
When you take the time to share your thoughts and rationale behind decisions, you build trust and help team members understand the broader context of their work.
For Example:
The founder and executive director of a nonprofit organization dedicated to environmental conservation has always been a distant figure, making major decisions behind closed doors. This lack of transparency led to frustration among staff and volunteers who felt disconnected from the organization’s mission and direction.
Recognizing the need for change, the executive director hosted a series of open forums where staff and volunteers were encouraged to share their thoughts, concerns, and ideas about the organization’s future. He also began publishing regular updates on the organization’s website and social media channels, providing insights into ongoing projects, financial reports, and decision-making processes.
As a result, staff and volunteers felt empowered to contribute more actively to the organization’s mission and felt a greater sense of ownership in its success. Communication and collaboration improved in an atmosphere of mutual respect where connections could flourish. With greater transparency comes greater accountability, which helped build trust between the executive director and his staff.
Approachability cannot be an afterthought for today’s leaders when it so clearly and dramatically impacts their effectiveness and the overall health of their teams. The good news is that anyone can learn to adopt an approachable leadership style.
When you invest in vertical development and specific skill-building programs, all your relationships, both in and out of the office, will reap the benefits. By adopting practices and behaviors that demonstrate trust, transparency, openness, and a commitment to growth, you can transform your interactions with team members. And, when you lead by example, you can begin to shift the culture.
Let us help you transform your leadership approach and cultivate a culture of openness and high performance. We offer executive coaching tailored to meet your unique needs so you can become an approachable, impactful, and respected leader within your organization.
