In a letter of advice to General David Hunter, President Abraham Lincoln expressed of Hunter’s predecessor, General John C. Fremont, “he is losing the confidence of men near him, whose support any man in his position must have to be successful, his cardinal mistake is that he isolates himself, and allows nobody to see him”. In this description, President Lincoln highlights one of the most important activities an owner or manager can perform, a practice known as: Management by Walking Around (MBWA - a practice that is as valid today as it was in 1982, when Tom Peters and Bob Waterman popularized Hewlett-Packard’s mantra, of this practice, in their bestselling book In Search of Excellence: Lessons from America’s Best-Run Companies).

A reoccurring complaint throughout the Corporate World is that management is out of touch with reality. MBWA is the recognition of a communication style that is ideal for owners and managers who are interested about or actively engaged in the day-to-day activities of a business. (Warning - This practice must be compatible with the individual’s personality style; it should not be forced and most certainly should never be used as a charade because customers and employees can see right through someone who is “just doing this to do it.”)

Simply providing a job description for subordinates is not enough to ensure compliance, responsible management must follow up with the old phrase to “inspect what you expect”. If there are expectations that a subordinate is to accomplish eight different things on a weekly basis, management must clearly communicate that to the subordinate. It must be understood by both management and the subordinate as to the priorities and responsibilities that are expected, otherwise management is responsible for creating an accountability problem or unrealistic expectations.

“Walking Around” throughout the organization not only shows a sense of ownership, but allows for management to “inspect what they expect” and it presents opportunities for management to make positive comments and/or receive valuable input and feedback. The practice permits management to see everything going on, and it gives them opportunities to listen directly to the employees who are handling the frontlines of customers and production and it is an especially effective tool in organizations that have many layers of management. One of its greatest benefits, however, is that the practice provides employees a sense of “direct access to the boss” and frequently generates high levels of spontaneous, creative synergy through the exchange “real life” experiences and ideas.

To paraphrase President Lincoln: In order for any owner or manager to be successful, he must have the support of the subordinates they are over. MBWA has some basic guidelines (provided below) which, when followed, become an effective tool that allows an owner or manager to build and maintain the support of their respective team.

Twelve Guidelines for Management By Walking Around (MBWA)

  1. Do it to everyone.
    First, get out and meet everyone. This includes your immediate subordinates (You may already be in such close contact with your direct subordinates that MBWA feels redundant to them.) as well as those who work under them. The real power of this practice lies in the time management is willing to spend with subordinates in lower levels of responsibility. Make it a point to meet those subordinates who work directly under your stewardship responsibility as well as any others whose influence is important. For business owners, this means everyone.

  2. Do as often as you can.
    MBWA sends positive messages to subordinates. It reveals management’s interest in them and in the work they are doing. It also says that you, as the owner or manager, don’t consider yourself “too good” to spend time with them and, more importantly, it allows management the opportunity to reinforce their commitment to the organization and their future security. MBWA is an excellent opportunity to stay in touch with what is going on in a specific department or the entire organization as a whole. Wise owners and managers set aside at least thirty minutes a week to spend with all subordinates in their immediate vicinity and meet once a quarter with those individuals for whom they must travel long distances to visit.

  3. Go by yourself.
    Meet them in their environment. MBWA is more meaningful when management visits with subordinates alone, and one-on-one. It encourages more honest dialogue and speaks loudly of your personal commitment to the idea. When subordinates feel comfortable with management they are more willing to give more honest feedback to all of management’s inquiries.

  4. Don’t circumvent subordinate managers.
    Sometimes employees will try to take advantage of upper management’s presence to complain about a subordinate supervisor. It is wise to counsel them to discuss the issue fully with their supervisor first, whenever appropriate. Do not allow an employee, however, to feel that their concerns are not of importance. If there is cause to question a supervisor’s judgment or actions, don’t indicate so to the employee, but act immediately to investigate or to make corrections, privately, with that supervisor.

  5. Ask questions.
    You will never be able to find out what is going on if you don’t ask. MBWA is a great opportunity to observe those “moments of truth” when your subordinates interact with your customers. Ask subordinates to tell about the projects that are being worked on as well, as how they feel about a new policy or procedure, but take care to sound inquisitive rather than intrusive.

  6. Watch and listen.
    Yogi Berra said, “You can observe a lot just by watching.” After asking questions, be ready to watch and listen. Take in everything. Listen to the words and tone of employees as they interact with customers and each other. Watching how someone listens and reacts will reveal their understanding, their motivation and how satisfied they are. There may be times that an employee may be upset with a policy or procedure, so be prepared to handle anything a subordinate says calmly and without criticism. By being accepting to what they say may allow them to express legitimate concerns or expose their uninformed conclusions. Being calm and accepting with to whatever they have to say builds their trust and confidence in you as a leader. Remember MBWA is a practice that allows management to be in touch with the undertones of the employees and to preemptively resolve conflicts.

  7. 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.

  8. 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 organization, thank them on the spot, being careful not to embarrass them in front of peers or to leave out other deserving subordinates.

  9. Try out their work.
    Plop down in front of the computer; get behind the wheel; pick up the telephone; review a project file. Experience their assignment from their perspective and you might be surprised at what it reveals about their assignment or management’s expectations. “Job Sampling” not only shows management’s interest but provides understanding where subordinates actually fit into the “big picture”. MBWA is a great way to reconnect with your front line subordinates, while gaining an accurate understanding of what subordinates are experiencing during a typical work day.

  10. Bring good news.
    All too often management is viewed as the enemy and their presence is something to be feared. Unfortunately most of the information typically shared with subordinates is filled with doom and gloom. MBWA is a great tool to help neutralize pessimism as management shares their optimism for the future. Wise managers “Walk Around” armed with lots of information about recent successes and positive initiatives. Giving them good news not only increases a subordinate’s confidence and brightens their outlook, but you will be amazed at the affect it has on performance.

  11. Share your dreams.
    A Yukon Dog Team Handler used to say, “The view only changes for the lead dog.” Employees often remark that the times they were the most dissatisfied with their jobs and their employer is when they did not know what it was they were trying to accomplish. Sharing the organization’s vision for the future and where they fit into the “big picture” allows subordinates to see not only what it is that they are working for but the reasons why. The level of ownership that a subordinate feels in their work also determines their level of commitment to the team. If they don’t feel the ownership they will surely become dissatisfied and unhappy. MBWA is a solid opportunity to make sure that when you lead the sled in a new direction, the employees behind you won’t trip over themselves trying to follow. Ask them for their vision, and hold an open discussion.

  12. Lighten Up.
    Sometimes it seems that going to a funeral is more fun than going to work. The practice of MBWA is a chance to lighten up, joke around, and show your softer side; as long as it is done without being disrespectful or clowning around. Subordinates should feel that their work is fun and rewarding and that management finds it enjoyable too. Being able to respectfully socialize with subordinates may allow them to see management’s human side and might result in them “cutting some slack” for management’s faults and weaknesses.

MBWA leads to another significant benefit. In an article the Merrifield Consulting Group revealed that there are three specific stages of management in any given situation: Anticipatory, Reactive and Crisis. They report that the costs associated with resolving a problem is lest expensive in the Anticipatory Stage. However, those costs rise significantly as solutions are delayed. For example, the same problem resolved in the Reactive Stage is likely to be ten time higher, but if it is delayed until reaching the Crisis Stage the associated costs become about fifty times greater. The lesson here seems to be that refusing to take action and delaying a resolution only becomes more difficult and more expensive.

We have observed: “What people hate most often is not the job, but being ignored”. MBWA allows management to see what subordinates are working on, get a feel for how they are doing, and address potential problems before needing to react to them. It also allows subordinates to be involved with an organization’s processes and helps them feel a sense of ownership because of the personal recognition they receive, which in turn results in a more satisfied and productive workforce. When done correctly, it pays for itself with the time and effort that it saves.

Now, if you are convinced that MBWA is the right tool for your organization, just imagine what would happen if you applied it to your customers.