Management By Walking Around
You’ve probably encountered plenty of management theories and you might have your own ideas about an effective management style. However, a key part of being a good leader/manager is being in touch with your subordinates.
In order for management to truly work, you need to be aware of what is going on around you and this is, essentially, what management by walking around (MBWA) is about.
The concept is nearly 40 years old. In 1982, management consultants Tom Peters and Robert Waterman proposed it in their best-seller In Search of Excellence: Lessons from America’s Best Run Companies.
In their book, Peters and Waterman examined the most successful companies and organizations and in doing so, identified a common denominator. Their CEOs and managers spent much of their time in the field instead of being confined to their offices. As such, they were more aware of the operations in general, and having first-hand insight, had a better ability to solve problems.
What is MBWA?
So, is management by walking around just about, well, walking?
The theory is both simple, yet often misunderstood.
Obviously, you can’t expect to gain insights and solve problems by just aimlessly wandering around. Rather, this method involves a strategic yet unstructured management style in which leaders intentionally walk amongst their staff/employees both observing them and engaging with them.
The objective is to interact with those subordinates in those unscheduled, unplanned, sometimes impromptu gatherings that don’t show up on your daily calendar.
It’s showing up and lingering in the break room, where staff are pouring their morning coffee and free-wheeling conversations occur.
It’s attending the youth event, where your presence is totally unexpected, to watch your staff in action.
It’s walking through the chaos of UPWARD basketball, stopping by the refreshment counter, observing some of the games, and encouraging those who have committed to serve.
It’s taking a moment to work alongside the custodian who is setting up chairs for an event.
It’s stopping by to chat with the volunteers stuffing the Sunday bulletin or washing the nursery toys.
5 Leadership Wins
These actions might seem to be so simple that they don’t appear to have any real value. Yet, according to Scott Cochrane, when leaders take the time and make the effort to show up in these moments, there are at least five huge leadership wins to be made.
1. You learn a ton about what’s REALLY going on.
You could gain more organizational intelligence when you rub shoulders with your people in these unexpected moments than you will any formal setting. In these unguarded moments, individuals unconsciously display their true selves and communicate their deepest feelings.
You could gain more organizational intelligence when you rub shoulders with your people in the unexpected moments than you will any formal setting.
2. You can noticeably boost morale.
Face it. When the leader shows up, people notice. And it matters. You don’t even have to stay for the full event. The impact of your presence, brief though it may have been, lingers long after you’ve gone.
3. You can catch people in the act of doing something right.
The best way to blowtorch an organizational core value is to catch someone living it out. When you recognize this and affirm it – whether to staff or volunteers – it reinforces the behavior you’re looking for. And it stimulates a desire to repeat it.
The best way to blowtorch an organizational core value is to catch someone living it out… and affirm it.
4. You can provide real-time coaching.
When you saddle up next to a team member you have a unique opportunity to enhance their performance by sharing your own skills and experience. Affirm what you can and offer insight as appropriate.
5. You can spot your rising stars.
On the lookout for talent within the organization? You’re far more likely to spot it when you’re walking about than you are in an organized setting. I discovered many of my future staff members by observing their effectiveness as volunteers.
Woody Allen famously said, “80% of success in life is just showing up.”
Most leaders do a good job of showing up to their office and showing up in meetings.
But there’s another huge arena where some often-overlooked leadership wins can be achieved. And it’s just showing up in the ordinary and mundane moments.
I encourage you to give it a shot. Take the time. Make the effort. You will certainly surprise folks. And, who knows, they might well surprise you.
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