September 8, 2004
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Management

Back in the early days of Silicon Valley, it was discovered that companies who engage and interact with employees and customers are more successful than those with isolated management. Management by Wandering Around (MBWA) was developed by executives at Hewlett-Packard in the 1970s and popularized by Tom Peters in the early 1980s.

Once considered an innovative management technique, MBWA is now routinely adopted in the company culture of many start-ups and large corporations alike. The idea is not to micro-manage employees, but rather, nurture informal communications and a corresponding decrease in bureaucratic lines of communications.

Obviously, Management By Wandering Around does not mean just wandering around looking dumb and lost. Rather, managers at all levels, and especially senior executives, should get out of the executive suite and engage employees at all levels. The benefits are numerous.

What is actually meant by MBWA is that managers can best communicate their expectations and requirements in daily, informal meetings with employees. This includes both task and ethical expectations. It enables managers to communicate organizational values and management philosophy at a personal level. It helps build trust and relationships.

Your employees gain in two important ways from MBWA:

• They learn first-hand what is expected or required of them in performing their job and what they can do to be successful (tasks and ethics).
• They get a real sense of "how they are doing" at this point in time (tasks and ethics).

Be certain that employees understand exactly what you expect. What has to be done? When and to what standards? How will their work will be evaluated? What should they do if they encounter any roadblocks or unanticipated changes? And what is expected of them when handling "gray areas" where expectations may be unclear or conflicting?

MBWA is an excellent way to remind your employees of the organization's operational priorities. If safety, quality and customer service come first for example, then you can help to enforce these priorities through regular contact with your employees. And being clear regarding what you expect of them when they experience conflicts between any of these core values, will go a long way toward avoiding costly problems.

I found some good tips on a website called FutureCents.com, for making MBWA successful:

Do it to everyone.

Most likely you are already in close contact with your direct reports, so MBWA may be 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 don’t 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 visit.

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.

Don’t 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 supervisor’s judgment, don’t indicate so to the employee, but follow up privately with the supervisor.

Ask questions.

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. You’ll learn a lot about their motivation and their levels of satisfaction. In the words of Yogi Berra, "You can observe a lot just by watching."

Share your dreams with them.

Tell them about the organization’s 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 discussion.

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 workday.

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.

Have fun.

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.

Don’t be critical.

When you witness a performance gone wrong, don’t criticize the performer. Correct on the spot anything that must be redone, but wait to speak to the wrongdoer’s supervisor to bring about corrective action.

The stories you tell and the events you comment upon are also strong indicators of what impresses you, and what you consider important. It is crucial that managers never lose sight of the fact that everything they say and do is observed, interpreted and discussed.

MBWA is also an opportunity for the leader to listen and learn. This is a dialogue, and it is just as important for you to hear your employees' expectations, needs, concerns and motives as it is for them to understand your requirements and expectations.

-- Jonathan Linowes

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