Pros, cons, and usefulness of management by walking around (mbwa)?
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the top 5 reasons why MBWA is so important, and so effective:
You don’t know the whole story: You may have a great finance and accounting department or sales reporting system that really “crosses the Ts and dots the Is” ; well, that is barely half of the story. The other half remains outside of your office and well beyond the reach of daily, weekly or monthly reports, balance sheets or income statements. A manager will never know the rest of the story while hiding in their office.
You get the real story from your staff: We are not talking about rumors here but instead the day to day “Here is the real reason that things are the way they are” story. For example, I have been dead set against using a certain function in our computer management system, until recently one of our junior staff members shared some difficulties that she encountered that might have been solved by this function. Our office will now at least have a dialogue on the pros and cons of starting to use that function.
You get the real story from other divisions: It is arrogant to think that you know everything you need to know across your organization. At the same time it is foolish to think that you will be told everything that you need to know for you to be successful in your duties. Most of my information comes first hand. Why? MBWA!
People trust someone they see frequently: I refer to this as a relationship piggy bank. Each time you have a positive interaction with individuals in your organization, it is another quarter or a dime in the “positive piggy bank”. Eventually you are very likely to make a decision that upsets a coworker. But if that person has seen you 100 times and 99 of those times has been in a positive light, they are far more likely to still work with you than if they never got to know you well. You can make that small withdrawl from the bank and still accomplish your duties with effectiveness.
You create happenstance. As I think back upon some of my more casual meetings, some of them have resulted in the largest and most impactful events that our office presently offers to our stakeholders. Each interaction outside of the office creates happenstance that brings you into contact with more people, more information and more ideas. Further, it allows you to be more vigilant and to better predict possible pitfalls or bends in the road.
You don’t know the whole story: You may have a great finance and accounting department or sales reporting system that really “crosses the Ts and dots the Is” ; well, that is barely half of the story. The other half remains outside of your office and well beyond the reach of daily, weekly or monthly reports, balance sheets or income statements. A manager will never know the rest of the story while hiding in their office.
You get the real story from your staff: We are not talking about rumors here but instead the day to day “Here is the real reason that things are the way they are” story. For example, I have been dead set against using a certain function in our computer management system, until recently one of our junior staff members shared some difficulties that she encountered that might have been solved by this function. Our office will now at least have a dialogue on the pros and cons of starting to use that function.
You get the real story from other divisions: It is arrogant to think that you know everything you need to know across your organization. At the same time it is foolish to think that you will be told everything that you need to know for you to be successful in your duties. Most of my information comes first hand. Why? MBWA!
People trust someone they see frequently: I refer to this as a relationship piggy bank. Each time you have a positive interaction with individuals in your organization, it is another quarter or a dime in the “positive piggy bank”. Eventually you are very likely to make a decision that upsets a coworker. But if that person has seen you 100 times and 99 of those times has been in a positive light, they are far more likely to still work with you than if they never got to know you well. You can make that small withdrawl from the bank and still accomplish your duties with effectiveness.
You create happenstance. As I think back upon some of my more casual meetings, some of them have resulted in the largest and most impactful events that our office presently offers to our stakeholders. Each interaction outside of the office creates happenstance that brings you into contact with more people, more information and more ideas. Further, it allows you to be more vigilant and to better predict possible pitfalls or bends in the road.
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Pros, cons, and usefulness of management by walking around (mbwa)?
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