- Management By Walking Around
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One Client was having real Leadership problems at all levels of management in their business. Nicely put, the environment was poison. The front lines had NO trust in the top. Productivity was at an all time low. Employees were jumping ship to competitors.
We provided a holistic leadership approach within our Consultation Report and one of the suggestions we made was for the Boss to implement the concept "Management By Walking Around"
One of our suggestions included the CEO to lead by example, take his own action and practice Management By Walking Around.
All we told him was do ONE (1) of the twelve guidelines everyday. We told him to write it down. We told him to take his time. Just like a farmer, plant the seeds and nurture them over time. You see.....there are NO shortcuts when it comes to building trust and relationships. For many, that is a hard pill to swallow. Taking the long way is being "strategic".
Well, the short story is that the Boss made an incredible transformation. He began to gain the respect of his employees and clients as he practiced ( sincerely practiced ) the Twelve Guiding Principles listed below. He began to see and listen. Guess what? He started to see his business from the eyes of the crew. Guess What? Those layers of insulation broke down and he began to realize his staff had the Future Answers , the Future Directions of the business. He just finally decided to pay attention. Today...Total Success, Big Money and most of all.....Happy Employees.
Twelve Guidelines for Managing By Walking Around
Do it to everyone.
You may remain in such close contact with your direct reports that MBWA is redundant with them. The real power of the technique lies in the time you spend with those in lower levels of your area of responsibility. Get around to see those who work for your direct reports and any others whose work is important to you.
Do it as often as you can.
MBWA sends positive messages to employees. It reveals your interest in them and in their work, and it says you donít consider yourself "too good" to spend time with them. MBWA also enables you to stay in touch with what is going on in your department, section or unit. Put aside at least thirty minutes a week to spend with all employees. Aim for once a quarter to see those you must travel long distances to
Go by yourself.
MBWA is more meaningful when you visit with employees alone, and one-on-one. It encourages more honest dialogue and speaks loudly of your personal commitment to the idea.
Donít circumvent subordinate managers.
Some employees may take advantage of your presence to complain about a supervisor who is your subordinate. Counsel them to discuss the issue fully with their supervisor first. If you have cause to question the supervisorís
judgement, donít indicate so to the employee, but follow up privately with the
MBWA is a great opportunity to observe those "moments of truth" when your employees interact with your clients. Ask them to tell you a little bit about the files, projects or duties they are working on. Take care to sound inquisitive rather than intrusive.
Watch and listen.
Take in everything. Listen to the words and tone of employees as they speak to you and to each other. Youíll learn a lot about their motivation and their levels of satisfaction. In the words of Yogi
Berra, "You can observe a lot just by
Share your dreams with them.
As a Yukon Dog Team handler used to say, "The view only changes for the lead dog." MBWA is a solid opportunity to make sure that when you lead the sled in a new direction, the employees behind you wonít trip over themselves trying to follow. Tell them about the organizationís vision for the future, and where your vision for the department / unit/ section fits in with the "big picture." Reveal the goals and objectives that you want them to help you fulfill together as a team. Ask them for their vision, and hold an open
Try out their work.
Plop down in front of the computer; get behind the wheel; pick up the telephone; review a project file. Experience what they endure. Sample their job just enough to show your interest in it, and to understand how it goes. Think of great ways to reconnect with your front line workers, and gain a current understanding of exactly what they are dealing with during a typical work day.
Bring good news.
Walk around armed with information about recent successes or positive initiatives. Give them the good news. Increase their confidence and brighten their outlook. So often employees are fed only gloom and doom. Neutralize pessimism with your own optimism, without being non-credible.
This is a chance to lighten up, joke around, and show your softer side without being disrespectful or clowning around. Show employees that work should be fun and that you enjoy it too.
Catch them in the act of doing something right.
Look for victories rather than failures. When you find one, applaud it. When you run into one of the many unsung heroes in your job site, thank them on the spot, being careful not to embarrass them in front of peers or to leave out other deserving employees.
Donít be critical.††
When you witness a performance gone wrong, donít criticize the performer. Correct on the spot anything that must be redone, but wait to speak to the wrongdoerís supervisor to bring about corrective
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