Leadership through Physical Mobility

 Leadership through Physical Mobility

A management concept that has gained a lot of "buzz" and popularity in the past decade or two is the MBWA approach. It is a component of a business model for enterprise-wide cultural transformation that has been effective for many companies. 

David Packard came up with the initial idea when he was still in his early days at the Silicon Valley corporation, Hewlett-Packard. The Packards were famous for having an exceptionally devoted and creative workforce, which allowed them to attain unprecedented levels of productivity and happiness on the job.

"The HP Way," of which the "management by walking around" method was a component, held that employees—and especially those with extensive knowledge in specific areas—are capable of contributing to the process of problem solving and that a collaborative effort to generate fresh ideas for businesses and innovative solutions to existing problems was much more effective than a "top down" strategy in which management dictated solutions to a brainless but compliant workforce.

Packard was a firm believer in the management-friendly, open-floor-plan business culture that MBWA represents. A more adaptable and responsive company culture, one that is resilient in the face of change and growth, was achieved by facilitating regular and unplanned interactions between workers and between management and staff.

The manager's willingness to be accommodating and laid-back with employees is crucial to the success of MBWA. The name "management by walking around" does a great job of describing the approach that MBWA advocates. It implies that management should encourage employees to speak with them often rather than exclusively in formal settings, away from other employees, or during pre-published staff meetings.

There is plenty of opportunity to ask questions and discuss employees' emerging ideas when the manager or supervisor circulates freely among them during the workday. Ideas for new products or creative approaches to old problems can germinate from the unexpected and regular visits that managers make as they go from cubicle to cubicle.

In contrast, the MBWA system can transform into a major headache for all parties involved if the relationship between management and employees is formal, founded on intimidation or fear, or otherwise not characterized by warmth and camaraderie. Avoid having your employees despise your "drop-in" visits and witness a decline in productivity as you step foot in their office.

This happens when staff are so preoccupied with pleasing management that they fail to appreciate your presence. Everyone "gets ready" for what they think will be a rude surprise visit from management because of the early warning system that a network of employees can detect and set up when the manager is roaming around.

To sidestep this problem, managers should find alternative strategies to encourage a casual atmosphere among their employees. The worker must be able to approach management with any concerns or inquiries without fear of ridicule, degradation, or retaliation. 

In many companies, the "HP Way" initiative originates in HR but never makes it past the suggestion box and color posters; as a result, neither the business culture nor the way managers engage with employees are altered. 

Staff members see right through the hypocrisy of the initiative, turning management into a laughingstock rather than an inspiration.

The MBWA method is most effective when used for visits that are pleasant, welcoming, and unthreatening to the staff. And when your colleagues "drop in" on you, even if it's just to share a joke or a donut, rather than just because you're strolling about visiting them, you'll know you've accomplished real change in your corporate culture. Cooperative effort and anticipatory problem resolution thrive in such an environment. 

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