I’ve spent years leading organizations, making mistakes, fixing mistakes, and occasionally creating new ones. Every article starts with a true story, because the best leadership lessons usually begin with someone saying, “Let me tell you what happened…” If my hindsight helps you avoid a few expensive lessons of your own, then this series has done its job.

Looking back on my time as a young executive and I smile. A wry smile, of compassion, accentuated by a sliver of pity and embarrassment. I desperately wanted to be respected, useful and – if we’re being honest – liked. My open-door policy became a cornerstone of my leadership style. I thought constant availability made me a better leader. It didn’t.

My office door was propped open at all times, and engage with anyone who needed anything. I wore my open-door policy like a badge of honor. Every interruption felt justified, every problem deserved my attention, and every question seemed like an opportunity to serve my team. By the end of each day I was exhausted, buried in emails, behind on projects, and constantly wondering why the organization never seemed to move forward. The problem wasn’t my work ethic – it was that my extreme availability had unintentionally trained everyone to depend on me.

What Actually Happened?

I wasn’t leading – I was reacting. Individually, none of the interruptions were significant. Collectively, they consumed the uninterrupted thinking time required for strategy, planning, and leadership. My team felt supported, but the organization accumulated strategic debt because I never had the space to solve bigger problems.

The Big Idea:

Being accessible is not the same as being available all the time. Great leaders create intentional access rather than constant access. 

What I’d Do Today…

I would redesign – not eliminate – my open-door policy. Here is what this redesign would look like:

• Schedule recurring one-on-ones with direct reports. 
  • Have a shared agenda where direct reports can add non-urgent topics as they cross their mind.
  • Predictability reduces unnecessary interruptions while increasing trust.
• Protected, interruption-free focus blocks. 
  • Use your calendar as a task management tool, not just a ledger of where you are/when. Set aside and protect time to think and focus. Your door is closed, the coffee is hot, and there are no interruptions (especially email and text).
• Clear escalation criteria for what actually needs me now.
  • Define what actually requires immediate escalation. Everything else should have a clear owner, process, or predictable time for discussion
  • Define the most important parts of your job, then note how you spend your time. The bigger the priority, the more time and attention it gets. 
• Predictable times when people know I’m available.
  • Strategic open door time is a beautiful thing. This is when I am answering emails, performing a brief audit, running a report – Performing the things that can be delayed, without consequence.
• When someone brings me a problem, my first question is often: “What do you think we should do?”
  • Empower your team. Nurture their instincts and decision making abilities. 
  • Every answer you immediately provide is a decision someone else didn’t get to make

Leadership Through Leverage…

Your goal is not to become the organization’s best problem solver. Your goal is to build an organization full of problem solvers.

Now It’s Your Turn:

• How many interruptions did you have yesterday?
• Which ones truly required you?
• Where have you become the team’s “easy button” – Let’s just ask *Insert your name here*?
• What conversations belong in recurring one-on-ones?
• What strategic work keeps getting postponed?

The Takeaway…

An open door can symbolize trust. It can also become a revolving door of interruptions, and these are more expensive than they appear. The real cost is the loss of focus and momentum after every context switch. Protecting uninterrupted thinking time isn’t selfish – it’s one of the highest-value contributions an executive can make. Leadership isn’t measured by how many people walk into your office – it’s measured by how many no longer need to.