Note: Just a reminder to fill out my Focus survey if you have not already. Thanks a ton.
Tom Peters revisits MBWA – Management by Wandering Around in this post. Here’s a tidbit:
"MBWA … Managing By Wandering Around … quickly became our favorite "excellence" idea! Technically, it meant staying in direct touch (damn the bureaucracy!) with the folks who do the work. Metaphorically, it stood for all/much of what was wrong with American management-McKinsey & Harvard Business School-style-as we confronted the Japanese challenge in areas such as product quality."
"Now, it’s 25 years later … and, frankly, not as much has changed as we had hoped. To this day! A lot of the problem in New Orleans was the absence of MBWA."
Interesting – I am with Tom on this one. So many problems are caused by bosses who are clueless — bosses who have no idea what’s keeping their employees up at night — bosses who aren’t noticing what’s going on in time to be proactive.
I also like the concept of CBWA – coaching by wandering around. It’s the practice of being a spontaneous catalyst. Being there at the second people could use a spark or sounding board. When I have worked in large organizations, I always enjoyed CBWA and my impact to the organization was higher when I got out and about.
Going back to the chunking idea – perhpas MBWA and CBWA is what we should do in between chunks.
Going back to the intimacy idea – perhaps MBWA and CBWA are important chunks, what better way to connect with people.