This document discusses the importance of having an open door policy in practice, not just in theory. It notes that open door policies are often more theoretical than actual practice. It then provides information on why employees quit their jobs and the costs of employee turnover. The document suggests that open conversations could save employees worth retaining. It offers tips for having better open door conversations, including understanding social styles, eliminating distracting language, and focusing on active listening. The document stresses that an effective open door policy requires quality training, leadership setting the right tone, and measuring whether employees utilize the policy.

1. HONORING
THE OPEN
DOOR POLICY
--------------------
Creating a Culture
Where Open
Dialogue is Not Just
a Theory but a
Practice.

2. HONORING
THE OPEN
DOOR POLICY
--------------------
Creating a Culture
Where Open
Dialogue is Not Just
a Theory but a
Practice.

3. UNFORTUNATELY....
--------------------
The Open Door
Policy is often
more
theoretical
than actual
practice

4. {
The SEVEN Reasons People
QUIT their job... and why
that matters
}
1 2 3 4 5 6 7

5. { SIX Ways to Have BETTER
Open Door Conversations }
1 2 3 4 5 6

6. { FIVE essentials for a REAL
Open Door Policy }
1 2 3 4 5

7. 7+6+5
Does not = 18

8. 7+6+5
= A REAL Open Door Policy
in THEORY AND PRACTICE

9. “So What?”
let’s answer that before we move forward

10. “I QUIT!”
and here’s why...

11. #7
Job has an
undesirable
impact on
health &
stress levels

12. to
oi ng ce,
’r e g uran r,
s? We ins ca
ew i th pany till
ba d n way w , com is I s y
T he o do a ation news ountr
t ac d c
h ave eek v e goo some profit e
w th we nd th
two K but per a hip a nd of
s
401 my su mber t the e
get b me eck a r!
clu g ch yea
rin
sha
#6
Bad
Benefits

13. #5
BORED

14. #4
DANGLE
the
CARROT
for too
long

15. at
o t th 0%
l ly g re 10 t.
I tota ou a m no
D ude tion y and I’ same
o r e .
rom ed fo o to th s man
p lifi g os
qua ..I did the b
. s !
But ege a WEET
l S
col
#3
Tired of
Waiting
to
ADVANCE

16. #2
MONEY
MONEY
MONEY
(don’t be fooled
by this reason)

17. Drum Roll Please

18. #1
“I hate
my
BOSS”

19. Is it POSSIBLE..
that a conversation could save an
employee (and many are worth saving)

20. $
Let’s do the math to replace an employee

21. $
Let’s do the math to replace an employee
Employee’s Salary $40K

22. $
Let’s do the math to replace an employee
Employee’s Salary $40K
Average Cost To Replace 150% of
salary = $60K

23. $
Let’s do the math to replace an employee
Employee’s Salary $40K
Average Cost To Replace 150% of
salary = $60K
*Cost to recruit, interview, run background check, drug
testing, check references, orientation,
train & more...

24. $
Let’s do the math to replace an employee
Employee’s Salary $40K
Average Cost To Replace 150% of
salary = $60K
*Cost to recruit, interview, run background check, drug
testing, check references, orientation,
train & more...
Let’s say you LOSE 10 of these
employees in a calendar year at
$40K

25. $
Let’s do the math to replace an employee
Employee’s Salary $40K
Average Cost To Replace 150% of
salary = $60K
*Cost to recruit, interview, run background check, drug
testing, check references, orientation,
train & more...
Let’s say you LOSE 10 of these
employees in a calendar year at $40K
The (conservative)
TOTAL COST IS $600,000!!!!!

26. “I’m Listening”
have better conversations now

27. 6
Know
YOUR
Social
Style

28. 5
Know
YOUR
TEAMS
SOCIAL
STYLE

29. 4
FIGHT
OR
FLIGHT
?

30. FIGHT FLIGHT
!
combative
over react
abusive
!
run away!
shut down
be quiet
red faced shhhhh!
heavy breathing
high blood pressure
jaw clenched
fists blend in
agree agree agree
pupils dilate give them what they want
heart racing smile & be friendly
lean forward shut dow
get loud be quiet
run away!
show them who is boss give them what they wa
combative
abusive
shhhh!
jaw clenched
heart racing shhhh
fists be quiet
high blood pressure
blend
pupils dilate agree agree
give them what th
lean forward smile & be fr
abusive
red faced shut
give them what they
heart racing run awa
heavy breathing give them w
don’t rock the boa

31. 3 Qualify & Quantify YOUR
language
USE
NEW
TECHNIQUES

32. 3 Qualify & Quantify YOUR
language
Eliminate the word ALWAYS,
USE NEVER & BUT from your language
NEW
TECHNIQUES

33. 3 Qualify & Quantify YOUR
language
Eliminate the word ALWAYS,
USE NEVER & BUT from your language
Ask QUESTIONS to verify
NEW understanding
TECHNIQUES

34. 3 Qualify & Quantify YOUR
language
Eliminate the word ALWAYS,
USE NEVER & BUT from your language
Ask QUESTIONS to verify
NEW understanding
TECHNIQUES PRACTICE to get better

35. 2 Manage YOUR Internal Noise
Eliminate
BAD
Habits

36. 2 Manage YOUR Internal Noise
Eliminate Eliminate ALL Possible Distractions
BAD
Habits

37. 2 Manage YOUR Internal Noise
Eliminate Eliminate ALL Possible Distractions
BAD NEVER EVER NEVER Interrupt
Habits

38. “Knock Knock”
essentials for a REAL Open Door Policy

39. ONE
Provide Quality
Training and
Development for
EVERYONE!

40. SEEK out
TWO
conversations
instead of waiting
for it to come to
you

41. Open Your Door
THREE
when you are truly
available to talk &
close it when you
are not!

42. MEASURE and
FOUR
MONITOR
conversation. Are
your people
talking to you?

43. LEADERSHIP sets to
the tone for
FIVE
everything!
Reinforce the Open
Door Policy from the
top to give it
credibility

44. “Now What?”
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48. Thank you!
it’s a mad mad world & crazy busy.
Thanks for clicking through to the end!
That rocks!

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