Leadership Skills in the Workplace

Maintaining Gains Made

LEADERSHIP BRIEFS

13 Management by Walking Around

Objective

Learn a simple, inexpensive, and powerful feedback tool for daily use.

Management by Walking Around is a style said to have been pioneered by Bill Hewlett and Dave Packard in the 1940’s. We know the company and the technology they created have been pretty successful, so their style is probably worth emulating. Despite being the “big bosses” in the company, they got out of their offices and walked around, interacted with, and even sat down with employees one-on-one in all areas of the company.

The goal of this style was not to snoop to find out what people were doing, but to maintain a connection with employees personally to sustain a high level of trust. It was also to have a thorough understanding of what was actually going on, what problems people were struggling with and what solutions they were finding. Hewlett and Packard were able to show a level of interest in the problem and in the person. Their presence was viewed positively and not as threatening.

In today’s world, many managers try to manage with email, meeting, or memos while they remain in the office. In a good economy, MBWA can provide feedback on improving products and services. In a challenging economy it may be even more essential and may, literally, mean the difference between survival and shutting the doors.

Managers who wish to practice this highly effective style should take note of the following reminders:

1. Take your walks alone. Speak with people one-on-one. This allows for more candor and trust building than would be possible if you travel in groups.
   
2. Try to get to know people on a little more personal basis. MBWA can also be considered “MBTA,” or Management by Talking Around. Ask employees questions (“Tell me about yourself” is a good one) and show interest. They will tell you as much as they want you to know.
   
3. Be prepared to hear things you’d rather not hear. Some things may not be going so well. Accept these things as information that may be useful to you without being critical of the employee who presents the information.
   
4. Always ask people for their ideas on how their work could be improved; listen carefully to their ideas. It’s not necessary to comment (good or bad) until you’ve had more time to reflect on the idea. But always show interest and get them to explain their idea fully.
   
5. When you notice something out of line, make a mental note and go back later to address the problem. If you are critical while on your walkabout, people will soon begin to dread seeing you come around and will be less likely to share important information and ideas. Criticism will negate the value of MBWA.
   
6. Practice MBWA with everyone, as often as you can. Try out some of their work. Be humble. Let them show you how to input the data, turn the wheel, or run the test.
   
7. Try to catch employees in the act of doing something right. Notice the things that are right and express your appreciation. This builds loyalty like nothing else can.

1. Is MBWA a possible good strategy in your company or your department?
   
2. When the “boss” comes around many employees may be tempted to close down, be on their best behavior, hide any problems, and generally not provide open feedback. What can you do to prevent this from happening and help employees to open up with valuable information?
   
3. Can you think of a time you have practiced this yourself or one of your managers has used this style? Tell the story. What was the result on productivity? On culture?