The ability to create an environment where individuals feel comfortable sharing ideas, feedback, and concerns. This competency reflects a willingness to listen, consider diverse perspectives, and foster transparent communication, enabling leaders to build trust, strengthen relationships, and inspire collaboration in dynamic settings. Fundamentally this is about being approachable.
“The first step towards being approachable is to genuinely care about the people around you.” Simon Sinek
Barriers to openness
Arrogance: Leaders who are arrogant often come across as unapproachable due to their perceived superiority, which can create a barrier between them and others.
Insensitivity: 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may find it challenging to initiate or maintain conversations, leading to a perception of being unapproachable or withdrawn.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.
“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
Enablers of openness
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 is 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 better understand others’ perspectives and ideas.
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. By gradually exposing yourself to new social situations, you 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.
“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
Self-reflection questions for openness
How often do you take the lead in initiating conversations or extending a warm welcome, ensuring you are 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
Explore related leadership resources
To further develop this capability, examine how it intersects with other core leadership dimensions across the libraries:
Leadership library:
- Questions (Asking good): Demonstrate your openness by shifting from providing answers to inviting others’ expertise through powerful, curious inquiry.
- Listening: Create a true exchange of ideas by giving your full attention to others, ensuring they feel heard and their perspectives valued.
- Perspective Expansion: Actively seek out viewpoints that challenge your own to ensure your leadership remains inclusive and well-informed.
- Sizing People Up: Use your understanding of individual strengths to create safe spaces where people feel uniquely empowered to speak up.
Supporting libraries
- Criticism tolerance (Traits): Leverage your ability to receive tough feedback without becoming defensive, which signals to your team that honesty is truly safe.
- Positive view of people (Traits): Approach every interaction with an inherent belief in the good intentions of others, naturally lowering barriers to communication.
- Optimism (EQ-i): Maintain a hopeful and constructive outlook that encourages others to share innovative ideas without fear of negative framing.
- Independence (EQ-i): Balance your openness with the self-directed confidence to process diverse inputs while staying true to your core leadership values.
Continue exploring: Return to the Leadership Library to view the full directory of competencies and resources.