Management By Walking Around

A long time ago, I learned something about being a manager thathas proven to be one of the most valuable lessons I've everheard.

You can't manage people from inside your office. You have to beout and about, talking to your staff and co-workers, and seeingand hearing what's going on out there. It's called "ManagementBy Walking Around", or MBWA.

Technology has been a huge asset to the workplace, but it's alsomade us a little lazy and disconnected. How many times do youe-mail someone in the next office, or down the hall, instead ofgetting up and walking over there? Or you fax a document insteadof carrying it to the person who needs it? People need personalcontact and with e-mail and fax machines and cell phones andATM's and self check out lines in the supermarket, we're gettingless and less human contact every day. If you're the boss, it'seven more important that you spend in-person time with yourstaff - there's no substitute for face-to-face contact.

If you're new to MBWA, your staff won't know how to react andyou may get stiff, monosyllabic answers at first. Persevere andshow genuine interest and you'll get the results you're lookingfor. No one wants the boss standing over them and watching whatthey do, so when you practice MBWA have some simple questions orcomments in mind. For example,

1. What's the most critical thing you're working on right now?Is there anything I can do to make the project easier tocomplete?

2. How's the Jones report coming along? Any problems with makingthe deadline?

3. I'm impressed with your latest proposal, Karen. I know thisproject is a lot of extra work and long hours and I appreciateyour commitment and flexibility.

4. Hey, Bob, I see you have some vacation time coming up. Do youhave any special plans?

5. I saw that movie you recommended - what great specialeffects! Thanks for the tip!

Remember, keep it simple, short, casual and positive. Save thenegative comments for a more private time and place. If one ofyour staff members brings up an interesting subject that soundslike it will take a while, invite her or him for a cup of coffeeand set aside some time to really give justice to the topic.

As a manager, it's easy to get caught up in your administrativeduties and project responsibilities but the time spent away fromyour office and interacting with your staff will yield fargreater results. It takes time and effort to build and maintaina balanced, effective workforce; take the initiative and you'llbe rewarded with an atmosphere of trust and openness that willspell success for any organization.

When you talk to your staff, do you really listen to them? Trythis. Every Friday afternoon write down three things you learnedfrom your staff during the week. If you can't list at leastthree things a week, you're probably not listening carefullyenough.