Managing by Walking Around
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Managing by Walking Around

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Management by walking around emphasizes the importance of interpersonal contact, open appreciation, and recognition. It is one of the most important ways to build civility and performance in the ...

Management by walking around emphasizes the importance of interpersonal contact, open appreciation, and recognition. It is one of the most important ways to build civility and performance in the workplace.

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    Managing by Walking Around Managing by Walking Around Presentation Transcript

    • The views expressed in this presentation are the views of the author/s and do not necessarily reflect the views or policies of the Asian Development Bank, or its Board of Governors, or the governments they represent. ADB does not guarantee the accuracy of the data included in this presentation and accepts no responsibility for any consequence of their use. The countries listed in this presentation do not imply any view on ADB's part as to sovereignty or independent status or necessarily conform to ADB's terminology. Managing by Walking Around Olivier Serrat 2013
    • The Technology of the Obvious • At Hewlett-Packard, where the approach was practiced from 1973, executives were encouraged to know their people, understand their work, and make themselves more visible and accessible. • Bill Hewlett and Dave Packard's business philosophy, centered on respect for people and acknowledgment of their built-in desire to do a good job, had by then evolved into informal, decentralized management and relaxed, collegial communication styles. If you wait for people to come to you, you'll only get small problems. You must go and find them. The big problems are where people don't realize they have one in the first place. —Albert Einstein
    • Staying in Touch with Your Team • Management by walking around is a leadership technique that has stood the test of time and can be used by any manager. It is the opposite of drive-by management. • The basic principle is that command-and-control is ineffective in modern organizations. Nothing is more instructive than seeing what actually transpires in the real world and learning from that. • Managing by walking around cannot be a charade. It requires personal involvement, good listening skills, and the recognition that most people in an organization want to contribute to its success. A desk is a dangerous place from which to view the world. —John le Carré
    • Why Stay in Touch with a Team? • It is staff, not managers, who create an organization's products and deliver its services; appreciation of that can only come from knowing what happens on the ground. • Except in virtual organizations, face-to-face interaction remains a sure way to receive and give feedback wherever managers see staff regularly. • The human touch still works best: people live to be part of something, and being in contact opens up more lines of informal communication and produces stronger team dynamics and performance. You can pretend to care, but you can't pretend to be there. —Tom Peters
    • Why Stay in Touch with a Team? • Builds trust and relationships. • Motivates staff by suggesting that management takes an active interest in people. • Encourages staff to achieve individual and collective goals. • Strengthens ability to drive cultural change for higher organizational performance. • Refreshes organizational values. • Makes work less formal. • Creates a healthy organization. Managing by walking around does not just cut through vertical lines of communication: it also …
    • Walking About in 14 Steps Wander about as often as you can, but recurrently and preferably daily. Relax as you make your rounds. Share and invite good news. Talk about family, hobbies, vacations, and sports. Watch and listen without judgment. Invite ideas and opinions to improve operations, products, services, etc. Be responsive to problems and concerns. Look out for staff doing something right, and give them public recognition. Project the image of a coach and mentor, not that an inspector. Give people on-the- spot help. Use the opportunity to transmit the organization's values. Swap value and legacy stories. Share your dreams. Have fun.
    • Further Reading • ADB. 2008. Managing Knowledge Workers. Manila. Available: www.adb.org/publications/managing-knowledge-workers • ADB. 2009. Working in Teams. Manila. Available: www.adb.org/publications/working-teams • ADB. 2009. Managing by Walking Around. Manila. Available: www.adb.org/publications/managing-walking-around • ADB. 2009. Leading in the Workplace. Manila. Available: www.adb.org/publications/leading-workplace
    • Olivier Serrat Principal Knowledge Management Specialist Regional and Sustainable Development Department Asian Development Bank knowledge@adb.org www.adb.org/knowledge-management www.facebook.com/adbknowledgesolutions www.scribd.com/knowledge_solutions www.twitter.com/adbknowledge