Leadership through Physical Mobility

 Leadership through Physical Mobility

Management theory known as the MBWA technique has been all the "buzz" and rage in the past decade or two thanks to its incorporation into a business model for enterprise-wide cultural transformation that has worked 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.



Part of "The HP Way"—which included the "management by walking around" method—was the belief that employees, especially those with extensive knowledge in specific areas, can contribute to finding solutions to problems. It was also believed that a collaborative effort amongst employees, rather than a "top down" strategy in which management dictated solutions to employees and hoped they would follow suit—was the best way to generate new business ideas and innovative problem-solving strategies.



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. Management by walking around is an excellent summary of the details of the strategy that MBWA supports. It implies that several chances for workers to speak with management are encouraged, rather than just holding staff meetings with a predetermined agenda or meeting at set times in isolated locations. When a manager or supervisor circulates freely amongst workers during the workday, there is plenty of chance to inquire about workers' thoughts and brainstorm with them. Great ideas for new products or innovative solutions to issues can germinate from the manager's frequent and unannounced visits as he or she moves 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 overly preoccupied with pleasing management that they fail to appreciate your presence. The speed with which a network of workers can identify when a manager is strolling about and establish an early warning system to ensure that everyone "gets ready" for what they assume would be a rude and unexpected visit from management is astounding.



To sidestep this problem, managers should find alternative strategies to encourage a casual atmosphere among their employees. When an employee has a question or concern, they should be able to voice it openly to management without fear of reprimand. The "HP Way" initiative is nothing more than a suggestion box and some colorful wall posters at many companies; it does little to alter the company's culture or the way managers engage with their employees. Workers see right through management's duplicity in instituting such a program, turning them into a source of mockery rather than motivation.



You may expect the MBWA method to provide exceptional results if your visits are pleasurable, welcoming, and the staff isn't afraid of you. When your coworkers no longer feel uncomfortable approaching you for anything other than a quick chat, a joke, or a donut—when employees actually "drop in" on you—that's when you know you've succeeded in changing the culture of your company. Collaboration and proactive problem-solving thrive in that environment.

Location:

Share :