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You're likely based in the same building as your manager, but how
often do you see him or her? OK, so you see him any time you look
through the spotless glass walls of his office, but how often do you get
the chance to sit down together and really talk? Once a week? Once a
month? Less, maybe.
A manager like this can seem distant, unapproachable and even
intimidating. And yet, it is possible to be a manager who is admired for
being wise and knowledgeable, and one who is engaged and connected with
the people around her. Which would you prefer to be?
If you build a wall around yourself as a manager, your team members
won't gain from your knowledge and you won't gain from their experience.
Worse still, you'll be unable to spot and deal with problems before
they become serious, and you'll miss out on the key, tacit information that you need to make good decisions.
Connecting with your team is a major factor in success, and this article shows you how to keep in touch with what's going on.
Introducing MBWA
One powerful way to connect with your team members is to get up from
your desk and go talk to them, to work with them, to ask questions, and
to help when needed. This practice is called Management by Wandering
Around, or MBWA.
MBWA might imply an aimless meander around the office, but it's a
deliberate and genuine strategy for staying abreast of people's work,
interests and ideas. It requires a range of skills, including active
listening, observation, recognition, and appraisal.
MBWA also brings participation, spontaneity and informality to the
idea of open-door management. It takes managers into their teams'
workplaces to engage with the people and processes that keep companies
running, to listen to ideas, to collect information, and to resolve
problems.
William Hewlett and David Packard, founders of Hewlett Packard (HP),
famously used this approach. Tom Peters included lessons learned from HP
in his 1982 book, In Search of Excellence,
and MBWA immediately became popular. Now, for example, Disney leaders
work shifts with their resort teams, and the CEO of waste management
firm Veolia regularly goes out with his staff when they collect trash.
What MBWA Can Achieve
MBWA can produce a huge range of results. It can, for example, help you to be more approachable.
People are often reluctant to speak with their managers because they
feel intimidated or they think that they won't care. But when your team
members see you as a person as well as a manager they'll trust you and
be more willing to share ideas and pain points with you
Frequent, natural and trusting communication
can be infectious, and it encourages people to work together as a team.
With better communication and an improved sense of what's happening in
your team, you'll likely spot big problems before they happen, and
you'll be in a better position to coach your team to avoid them.
Business knowledge, commercial awareness
and problem-solving opportunities can all take leaps forward when you
better connect with your "front line." You'll improve your understanding
of the functions, people and processes at work there, and you'll boost
people's company and industry knowledge. Everyone is better equipped to
perform their roles when they have the right information, and they are
energized by an improved flow of ideas.
Morale
will likely get a lift from MBWA, too. Casual exchanges and
opportunities to be heard really do help people to feel more motivated,
more inspired, and more connected. Furthermore, you'll boost accountability
and productivity, as any actions that you agree upon with your people
will likely get done because you see one another regularly.
Dangers to Avoid
"Wandering around" may seem easy to do and harmless enough, but it's important to do it right. Research
has shown that simply being physically present with your people isn't
enough. It's the post-walk actions that you take and the problems that
you solve that will determine the success of your MBWA strategy. If you
don't strike the right balance, you can wind up doing more harm than
good.
Don't, for example, do MBWA just because you feel obliged to – this
probably won't work very well. You must truly want to get to know your
staff and operations, and you have to commit to following up on people's
concerns and to seeking continuous improvement.
A big benefit of MBWA is that people can be open with you, but, if
you "shut down" when you hear a negative comment or fail to follow up
when you promise to do so, they might perceive you as defensive or as
someone who doesn't keep his word.
Gauging the level of trust
within your environment is important because, if people don't trust
you, MBWA could make them think that you're interfering or spying. It's
also important to consider your team members' preferences and to tailor
your approach to these. For example, one team member may be happy for
you to offer suggestions for improvements within earshot of co-workers,
but another might be embarrassed by it, or even get angry about it.
How to Manage by Wandering Around
The biggest challenge when implementing MBWA is to overcome the habit
of being "too busy," and to start walking around. These tips can help
you to get going.
Relax
People will sense your casualness and they'll respond accordingly.
Stiff discussions held in formal spaces will lead to rigid responses, so
keep your team members at ease with relaxed and unstructured
conversations. Hold these where people will likely feel relaxed, such as
at their desks or in a neutral place, rather than in your office.
Watch your body language, too, and your dress.
Turning up at a production line wearing a crisp pinstriped suit, for
instance, may distance you from your people and put them off talking to
you.
Listen and observe more than you talk
Take care to sound inquisitive rather than intrusive. You can ask
your people what they're working on, how comfortable they feel doing
their jobs, what they find difficult, whether they see how their work
contributes to "the big picture," and so on. Ask them for ideas about
how to make things better.
Hold back from saying what you think, and listen actively
to your team members' replies. Give them your undivided attention. When
they see that you're interested in what they have to say, they'll
likely be more open and receptive, and you'll build rapport.
When you talk, be open and truthful. If you don't know the answer to
someone's question, find it out afterward and follow up. If you can't
share something, say so. Telling half-truths can break down trust, and
trust is crucial for successful MBWA.
To take it a step further, consider trying out your team members'
work, to experience what they experience and to understand the issues
that they face.
Be inclusive
Don't favor one department or team more than another, or people may
feel left out. Instead, spread your attention evenly. Anyone can have
great ideas or need support, so talk to everybody, regardless of their
job title or position. If people work remotely, make the effort to get
in touch with them. If they work the night shift, stay late to talk to
them.
Recognize good work
Always look for successes rather than failures and, if you see something good, compliment the person. This is an effective and simple way to show your gratitude and to boost morale.
Spread the word
Share good news and reinstill company goals, values and vision within
your team. Tell people how your aims for the team fit with the big
picture. Your "wanderings" are opportunities to share information that
helps everyone to understand and do their jobs better.
Embrace "chat"
Effective organizations aren't all about work. MBWA allows you to
strike a balance between people's work and their personal lives, and to
enjoy the lighter side of your job. Enjoying a joke or two, chatting
with team members about their hobbies, and finding out their kids' names
helps to build relationships.
You don't need to befriend them on Facebook or shoot pool together
after work, but you may be surprised by how great it feels to relate
with your colleagues on a personal level.
Don't overdo it
Don't leave people feeling that you're always looking over their
shoulder! Wander around often enough to get a good feel for what's going
on – to make it a key part of your management strategy – but not so
often that your presence feels like a distraction. Try not to do it at
the same time each day: be spontaneous and unplanned, regular but
random.
Review your conversations
Your presence alone isn't enough to impact frontline staff
performance. Be sure to review the things that you've learned – both the
good and the bad – and take action accordingly.
Key Points
Management by Wandering Around can be an effective and practical way
to keep up with what's happening within your team and your organization.
Make the effort to reach out and build relationships with your
people. This can pay off significantly with the information that you'll
gather and the trust that you'll build. A team spirit can naturally
develop when you show a genuine interest in your people and their work.
It's also a great way to keep the company's vision alive. It's easy and
economical, and can be a lot of fun!
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