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Management Walking Around More to Maintain Morale

More executives, managers and supervisors are getting out of their offices and out from behind emails and are interacting with employees where the work is being performed.

They are utilizing Management By Walking Around (MBWA) as a way to be more visible, connect with employees, invite suggestions, improve morale, productivity, and employee engagement.

It is becoming increasingly difficult to maintain good morale and productivity, and keep employees engaged in their jobs, throughout the recession and the past three years of the stalled recovery. Employers are again managing what had been employees’ rising expectations and are now dealing with confronting rumors of layoffs and cutbacks and rising concerns about job security.

Face-to-face interaction has been decreasing in recent years and there has been a greater tendency to manage employees via email, memos, or in meetings. Younger and newly promoted managers and executives may not be as well-versed in interpersonal management.  

Among the benefits that can be derived from MBWA are:
  • Better workplace morale
  • Increased employee productivity
  • Greater engagement of workers in their jobs
  • Retention of talented employees who may look elsewhere for employment
  • Input and suggestions from employees on ways to improve products, processes and services
  • Enables you to keep in touch with what is going on in your area of responsibility

MBWA traces its origins to the 1940s when it was developed by Bill Hewlett and David Packard, founders of Hewlett Packard. The management practice came back into popularity in the 1980s after being included in “In Search of Excellence” by Tom Peters and Robert H. Waterman. 

ClearRock offers the following tips on how to best use Management By Walking Around:
  1. Adopt MBWA as a regular management routine.  The more often you do it -daily, weekly, or monthly – the more benefits you will derive.
  2. Do it yourself. Don’t bring a group of assistants or aides with you. Talk with each employee individually on a one-on-one basis.
  3. Don’t announce it in advance.  Your visit should be impromptu rather than scheduled. You will realize the greatest returns by seeing what is going on in a natural setting without people preparing for you. 
  4. Visit with all employees and departments within your management responsibility.
  5. Ask each employee what he or she does, and how this could be done better.  Invite suggestions on how to improve operations, products, sales and service.  
  6. Be personal.  Discover something about each employee. Asking them, ‘Tell me a little bit about yourself”‘ will open up the average employee, who will volunteer details he or she wants to share with you. 
  7. Follow up.  When you can’t immediately answer employees’ questions, get back to them with an answer as soon as you can.
  8. Don’t criticize.  If you find that an employee isn’t performing his or her job correctly, don’t criticize or attempt to change the behavior on the spot. Make a mental note, and address the situation at another time and in another setting.
  9. Share positive developments.  Announce any recent good news such as new business, expansion plans, and awards won.
  10. Recognize and reward contributions.  Employee contributions that can make a big difference in cost savings, time, or other quantifiable ways should receive recognition. Although this doesn’t have to be a monetary reward, some type of certificate or company memorabilia will demonstrate that you are ready to share credit, recognize and reward good ideas.
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