Accessibility

The ability to be consistently available, open, and approachable to others, creating an environment where people feel safe to connect, contribute, and raise concerns. It involves demonstrating warmth, presence, and attentiveness, through behaviours such as active listening, open body language, and emotional availability, while balancing responsiveness with clear boundaries.

“There are people who feel they should be with you, but something is preventing them from coming close. Please can you just lower the frequency of your stern looking face and smile…and they will make you their habit.” –  Michael Bassey Johnson

Why accessibility matters

Accessibility is a mission critical leadership capability because it directly shapes the conditions in which people feel able to contribute, challenge, and collaborate. Leaders who are open and available create faster information flow, stronger relationships, and clearer insight into what is really happening across their teams. In a fast moving organisation, accessibility reduces blind spots, accelerates problem solving, and builds a culture where people speak up early rather than waiting for issues to escalate.

When leaders are not accessible, people hesitate to raise concerns or offer ideas, which slows decision making and weakens collective performance. Important signals are missed, concerns are suppressed, and teams become more cautious and less resilient. In complex and volatile environments, accessibility helps leaders stay connected to emerging risks and opportunities. It strengthens trust, builds followership, and reinforces leadership credibility by showing that the leader is engaged, present, and responsive when it matters most.

“A leader is best when people barely know he exists. When his work is done, his aim fulfilled, they will say: we did it ourselves.” — Lao Tzu

What good and bad accessibility looks like

What bad looks like	What good looks like
Keeps conversations short and transactional, giving the impression that others are an interruption. Offers limited attention and often appears distracted or impatient.	Gives people unhurried attention and signals interest through presence and focus. Creates space for meaningful conversation and ensures others feel valued when they approach.
Sends mixed signals through closed body language or a flat tone. People are unsure whether it is safe to raise concerns or ask for help.	Uses open posture, steady eye contact, and a warm tone to make interactions feel welcoming. Signals psychological safety so people feel comfortable sharing what matters.
Waits for others to initiate contact and assumes they will speak up if needed. Misses early cues that someone requires support or clarity.	Proactively checks in with people and invites questions, concerns, and ideas. Spots early signs of disengagement or confusion and addresses them before issues escalate.
Responds to questions with rushed answers or visible irritation. Makes people feel they are burdensome or should handle issues alone.	Responds with patience and encourages thoughtful discussion. Demonstrates that seeking guidance is acceptable and supports problem solving without taking over.
Shares limited context and keeps information close, which creates distance and fuels speculation. People feel they must guess what the leader expects.	Communicates openly about decisions, priorities, and constraints. Provides enough context for people to understand direction and feel involved in the work.
Withdraws during conflict or delivers curt responses. This creates tension and makes others reluctant to approach in future.	Addresses tension calmly and invites perspective. Models respectful dialogue so disagreements can be raised without fear and handled constructively.
Appears selective about who receives attention, giving some people easy access while others struggle to get time.	Applies approachability consistently and ensures availability across levels and groups. Signals that every person is worthy of time and respect.
Allows busyness to become a barrier. Cancels conversations, keeps the door metaphorically closed, and rarely makes time for informal connection.	Manages workload to maintain availability. Protects time for informal interactions and ensures people can approach without feeling they are disrupting competing priorities

“I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” — Maya Angelou 

Barriers to accessibility

Arrogance: Leaders who are arrogant often come across as unapproachable due to their perceived superiority, which can create a barrier between them and others.

Insensitive: Insensitivity can make leaders unaware or indifferent to the needs and feelings of others, leading to a lack of empathy and difficulty in forming connections.

Judgmental: Leaders who are quick to judge may intimidate others, making them hesitant to approach for fear of criticism or disapproval.

Lack of interpersonal skills: Leaders who lack interpersonal skills may struggle to engage in meaningful conversations or build rapport, making them appear distant and unapproachable.

Lack of self-confidence: Leaders who lack self-confidence may come across as unsure of themselves, which can make others hesitant to approach them for fear of rejection or uncertainty.

Shyness: Shy leaders may find it challenging to initiate or maintain conversations, leading to a perception of being unapproachable or withdrawn.

Busyness: Leaders who are always busy may seem inaccessible or unavailable, making it difficult for others to approach them with concerns or ideas.

Intense personality: Leaders who are too intense may create an intimidating atmosphere, making others reluctant to approach them for fear of being overwhelmed or dismissed.

Poor listening skills: Leaders who are poor listeners or appear uninterested in what others have to say may discourage open communication, leading to a perception of being unapproachable or unresponsive.

Inability to read social cues: Leaders who struggle to pick up on social cues may miss opportunities for meaningful interactions, leading to a perception of being disconnected or unapproachable.

“The first step towards being approachable is to genuinely care about the people around you.” Simon Sinek

Enablers of accessibility

Initiate interaction: Being approachable starts with making the first move. Extend a welcoming hand, initiate eye contact, and engage with a genuine question or piece of information. Make initial moments comfortable to encourage open communication.

Practice active listening: Approachable leaders excel at listening attentively without interrupting, asking clarifying questions, and restating what others have said to signal understanding. Refrain from instant judgment and offer advice only when it’s solicited.

Share information: Approachable leaders are transparent and open, sharing insights, thoughts, and personal experiences. By confiding in others and offering valuable information, you can create a culture of trust and collaboration, inviting reciprocal sharing.

Build personal connections: Approachable leaders invest time in getting to know the people they work with, remembering personal details and interests beyond just work-related matters. Find common ground and establish connections with those around you.

Mind your body language: Convey openness and relaxation through your non-verbal cues, such as smiling, maintaining eye contact, and adopting an open posture. Avoid behaviours that signal disinterest or impatience so that your demeanour encourages approachability.

Ask curious questions: Approachable leaders prioritise curiosity over providing solutions, asking questions to understand others’ perspectives and ideas better.

Be universally approachable: Approachability should extend to all interactions, regardless of the person or context. Reflect on your comfort levels with different groups and strive to be approachable to all with open and positive behaviour across all conversations.

Overcome shyness: Leaders can overcome shyness by taking proactive steps to initiate contact, such as starting conversations and setting goals for social interaction outside of work. Gradually exposing yourself to new social situations can build confidence and improve your approachability.

Put others at ease: Approachable leaders actively work to create a comfortable atmosphere for others by reading social cues, offering hospitality, and sharing personal anecdotes. Make an effort to understand others, so that you foster trust and rapport.

Manage conflict: Approachable leaders understand that increased approachability may invite conflict, and they are prepared to handle it constructively. Listen empathetically to grievances or difference, encourage dialogue and problem-solve with the key stakeholders present.

“Consider how others may feel about you before, during, and after talking. Are you projecting an attitude that results in others feeling accepted and welcome? Are you encouraging people to speak and engage with you through your approachability?” Susan C Young

Reflection questions on accessibility

How often do you take the lead in initiating conversations or extending a warm welcome, ensuring you’re the catalyst for interactions and fostering an approachable atmosphere?

Are you actively working on your listening skills by refraining from interrupting, asking clarifying questions, and withholding judgment to create a supportive environment for open conversation?

In what ways do you prioritise transparency and openness in sharing insights and personal experiences so that you cultivate trust and strengthen connections within and beyond your team?

Can you recall personal details and interests about your colleagues beyond work-related matters, therefore ensuring you actively build personal connection?

How mindful are you of your body language, such as maintaining eye contact and adopting an open posture, to convey approachability and create a relaxed atmosphere in your interactions?

Do you prioritise curiosity and co-solving over providing solutions, by using open and probing questions to understand others’ perspectives?

Have you reflected on your consistency in applying approachable behaviours across various contexts and groups, ensuring inclusivity and bridging any existing gaps in your interactions?

What proactive steps are you taking to overcome shyness (if present), such as initiating contact and gradually exposing yourself to social situations to build confidence and enhance your approachability?

How attentive are you to creating a comfortable atmosphere by reading social cues, sharing personal anecdotes, and offering hospitality to foster trust and rapport with others?

In handling conflicts, are you adept at listening empathetically, encouraging dialogue, and effectively managing your time to address conflicts constructively while maintaining control over your schedule?

“Approachable people are “straight-up.” It is comforting to know exactly what to expect when you see them. What you see is what you get!” – Susan C Young

Micro practices for accessibility

1. Invite micro check ins: Start brief, intentional check ins with individuals or small groups to surface early questions or concerns. Keep the conversation focused on what they need right now and how you can support clarity or progress. These short moments build availability and strengthen trust without adding heavy process.

2. Use signals of presence: Adopt small, consistent behaviours that show you are fully engaged, such as pausing your typing, turning towards the speaker, or closing your laptop during key moments. These actions demonstrate that people have your attention and make it easier for them to bring forward important issues.

3. Create predictable access points: Establish regular, low pressure moments when people know they can reach you, such as being visibly available at the start of meetings or staying a few minutes afterwards. This provides structure without formality and lowers the threshold for colleagues to raise emerging matters.

4. Ask clarifying questions before advising: When someone approaches you, use simple clarifying questions to understand context before sharing suggestions. This ensures the conversation feels collaborative rather than directive. It also encourages people to voice underlying concerns that might otherwise remain hidden.

5. Acknowledge effort and emotion openly: Name what you notice in a grounded, human way, such as recognising pressure, uncertainty, or progress. This signals psychological safety and shows that people can bring their full experience into the conversation. It builds approachability and keeps connection strong in demanding environments.

“The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help or concluded that you do not care.” — Colin Powell