The Dos and Don’ts of Managing by Walking Around

Common sense tells us that it is good for senior managers to periodically be out and about with employees, listening to their thoughts and opinions, checking on their work, providing feedback and generally demonstrating that you are involved and interested in the work going on around you.  This concept, popularly known as “managing by walking around,” definitely has proven benefits.  Below are some tips for MBWA as well as mistakes to avoid.

When and how to be out among the workforce:

• When things are running smoothly and they can afford the distraction. If they need to be able to focus on something, let them.
• Gather information about a particular problem you’ve been hearing about. If an issue keeps coming up in meetings, go look at it.  You will get the real story and understand the problem much better.
• Observe and discuss the dynamics of a particularly high performing team. If you want to know how to transfer that exceptional performance to others, learn from the experts.
• Bring one or two others with you. Partner with the crew front-line supervisor and someone from another area.  e., if you’re going to the maintenance shop, bring the operations manager. This is an excellent opportunity to be a mentor and get an additional perspective.
• Have a plan. Random interactions are sometimes good too, but a little preparation usually goes a long way.
• Make it a point to bring up a safety topic. Even if safety isn’t the focus of your visit, no discussion with employees should be bereft of some sort of safety interaction.
• Ask questions. They already know that you aren’t the expert on their particular job but its good to acknowledge that you also know it and that you value their knowledge and opinions.

What not to do.  Some of these are just common sense, but it is always surprising how some managers miss the point.  Don’t:

• Hunt for problems or issues to correct. That is what audits are for.  Your job is to identify and solve the root of things, not the symptoms.  If something needs correcting, especially an unsafe situation, by all means correct it, but don’t make it a focus.
• Publically admonish employees or supervisors. If something needs said, make it a private discussion.
• Promise something that you aren’t willing to follow through on. During these informal discussions with employees it is easy to make a commitment that you wouldn’t otherwise make.  If you commit to something, even if it is small, make sure you do it.
• Fill the discussion with corporate terminology and buzzwords. You are there to talk with people, not at them.
• Be disrespectful of people’s time and willingness to open up. A simple discussion shouldn’t turn into 30 minute gossip session, or an uncomfortable interrogation.
• Send the wrong signal with your words or body language. If you aren’t able to be pleasant and courteous, go another time.

Done right, managing by walking around is a great way to improve your relationship with your employees.  Keep it simple, be consistent, avoid common mistakes and be prepared to learn.  What do you think?  What ideas to you have about MBWA?  Please leave a comment.