ABCs for Managers Who Lead – W is for Walking Around

Traditionally, what have managers done? They’ve sat at their desks and called in their staff members when needed for a particular reason. They may also have held staff meetings with their entire staff and delivered orders or passed on information received from higher up in the organization. Period. While this may not be the norm today, it is well-worth remembering that walking around benefits both the manager and the staff members.

Leadership and management theorists and practitioners are increasingly viewing management and leadership as “relational.” Relational management requires mutuality, trust and interaction between the manager and his/her staff. Walking around promotes all of these aspects of relationship in the following ways:

It gives the staff members and the manager an opportunity to get to know each other on a personal basis and thereby creates and supports a good workgroup environment that enables the staff to do their best.
It allows the manager to learn more about what the employees are doing and where they might need encouragement or whether or not they have questions. Providing a balance of support and feedback helps others overcome their challenges and succeed.
It promotes the health of the manager and the staff members where people are encouraged to stand up and walk around or attend quick stand-up meetings where their share specific experiences of success. Sitting hunched over a desk all day has been proven to be detrimental not only to the human skeleton, but also for the heart and nervous system.

“Management by walking around” is one of the easiest of the ABCs of management to practice on a daily basis. All it requires is respect for and true interest in others and a commitment to doing it. If this is not common in your organization, be the first to care enough to get up and talk to people.

Walking around well

To realize the full benefits of walking around, it is important to keep the following in mind:

Demonstrate that you care about your employees by asking about how they feel, how things are going, etc. This should be a social conversation rather than an interrogation so you should also offer some personal information from your own life. Remember to listen more than you talk.
Walk at different times of the day on a randomized basis. You are not paying them a “royal visit,” but rather finding them at their desks, at the printer, in the stairway, etc.
Try to catch staff members doing a good job. If there is an acknowledgement due for good work, tell the person while you are walking around. You might also ask the person what they are working on and what is going well.
Offer support. You also want to know what challenges the person is facing and how you can support them in overcoming these challenges. Ask them first what they have tried to do to overcome their own challenges and what solutions they might try next. Follow through on any promises you make to support them.
Ask for questions and general feedback. For example, you might ask, “Are there any questions that you you would like to ask me?” (e.g. regarding priorities, organizational changes, the environment in which you work, stakeholders, clients, etc.) Or, “Is there anything else you think I need to know?”
Thank each person for taking the time to talk with you. Express your gratitude for their work.