Management by Walking Around

 

Some of you may remember Tom Peters and Robert Waterman’s wonderful book, In Search of Excellence. If you don’t know it, I highly recommend it. It’s filled with good business practices that, while from the last century (and yes, the last Millennium), still hold up.

I was reminded of this book while on one of the many Zoom calls this week. When an applicant, responding to a question about his management philosophy, he mentioned he was a fan of managing by walking around. Simply put, MBWA, as it’s sometimes known, is getting out from behind your desk or out of your office and being seen by and talking with your employees face-to-face in their environment.

Great idea and smart managers were doing this a long time before it had a name. However, this started me thinking if and how this concept can work in our current (and maybe forever) remote environment. Today, managers may be thinking, “If I’m not seeing my employees, other than on a screen, how will I have the connection I want, a connection which used to happen when I walked around the office or spent time on the factory floor?”

I used to work for an organization where the CEO was the best at managing by walking around. Every day, and I do mean every day, he started the day by speaking personally to every employee while walking around the office. The employees loved it and were comfortable talking with him and sharing ideas and concerns. (I think some of the middle managers were less fond of this practice because he learned things they didn’t know, but that’s a subject for another blog.)

I’m thinking that in our remote world when managers don’t see people in person anymore, the only way they can have that personal, one on one connection is to call each one and have a chat. I know this is time consuming, and I’m not suggesting it is something to do every day.  However, maybe it’s a practice that might create that all important connection we crave in our remote world.

What do you think?

Sharpen the Saw

 

Life for the last six months has been anything but normal. So much of what is happening around us is negative and frightening. However, there is one positive thing. It has provided me with time to renew my acquaintance with some of the classic business books, including The Seven Habits of Highly Effective People by Stephen R. Covey.

While this book was first published in 1989 and has sold over 25 million copies worldwide, the concepts Covey writes about hold true today.  Over the next few months, we plan to blog about the seven habits from Covey’s book and to get started, we’re actually beginning with number seven—Sharpen the Saw. The reason for starting with the last one will be obvious when we consider what our lives are like in this time of a pandemic, heightened racial tensions, and a highly divisive presidential election in 2020.

Habit 7 is all about self-renewal. Covey talks about “preserving and enhancing your greatest asset, yourself, by renewing the physical, spiritual, mental, and social/emotional dimensions of your nature.”

Self-care is now what used to be referred to as self-renewal. Self-care is described as a conscious act people take to promote their own physical, mental, and emotional health. Sounds like what Stephen Covey wrote about over 30 years ago. Especially now, self-care is critical to managing stress. Unfortunately, even though we know it’s important, many of us still see self-care or self-renewal as a luxury rather than a priority.

How are you doing at Sharpening the Saw? 

• A healthy diet and regular exercise are necessary to take care of our physical health. But have you thought about how important sleep is to your physical health?  

• This time of quarantine has reminded us of the need for social interaction. Have you found ways to stay in touch with friends and family—even when we can’t be together in person?

• How are you nurturing your spirit? Maybe it is religion or meditation or whatever works for you, but don’t overlook this important part of self-care.

Covey tied self-renewal to something that highly effective people made a habit of doing. This is a good time to think about how you Sharpen the Saw.

Trust, Transparency, and Vulnerability

 

Sometimes, people link trust to transparency as if they are either interchangeable or one is dependent on the other. I do believe a successful leader must be trusted by their followers and that a leader should be as transparent as humanly possible -- especially when so much of our work is being done remotely.

We know that trust isn't something a leader can demand or even build. Trust must be earned. Trust is earned when we demonstrate competence, reliability, honesty, and kindness. According to Rachel Botsman, an academic and author at Oxford University, "trust is earned in the smallest moments, not through heroic deeds or highly visible acts."

We also know that employees always seem to want to know more than they probably need to or should know. And if you say you are being transparent and then legitimately hold back information the staff thinks should be shared, will their level of trust be diminished? Maybe yes, and then what?

Here's a thought. What if we didn't link transparency to trust but instead coupled it with vulnerability? How might that help leaders earn trust?

Patrick Lencioni, author of The Five Dysfunctions of a Team, says that strong leaders are the ones who aren't afraid to show vulnerability -- especially when they admit they don't have all the answers. When we show vulnerability to our employees and it is authentic, we're going a long way toward earning the trust of our teams. A vulnerable leader can inspire greatness and engender trust.

Showing vulnerability can also encourage questions that might lead to workplace solutions. When the leader acknowledges they don't have all the answers, it encourages others to share their ideas and maybe even share their own vulnerability. 

Other ways to build trust are:

• Live your values every day
• Listen more than you talk
• Get to know your employees and trust them to make good decisions
• Operate in a way that encourages openness and transparency
• Treat everyone with respect
• Show your employees that you value them as individuals -- not just for their work
• Communicate often
• Set clear expectations and hold people accountable

Be transparent when you can, trust your team, and let them see your "not so perfect" side from time to time, and odds are you will earn the trust of your staff. 

Imagination & Creativity - A Tip From The Manager’s Answer Book

Did you ever think about what gives you a different perspective?  Is it a new setting, or situation, or circumstance? Did you ever hear people say that they’re most creative when they are not at work? There’s something about stepping out of your usual routine and environment that allows new ideas to flood our brains.  When you expand your perspective, you expand your horizons as well. 

In 2020, we’ve found ourselves in new and different situations and circumstances. These days people are not at their usual place of work, but are still working, and working amidst distractions and interruptions. Enough to stifle anyone’s creativity, but it’s certainly bringing a new perspective to the way we do things. To paraphrase the title of a Tony Schwartz book, the way we used to work isn’t working anymore. 

Manager’s Tip:  During these difficult times, don’t lose your perspective. Opportunities can grow out of chaos and crisis. Potential can be unlocked creating positive and lasting change for your organization. It’s the time for new ideas and energy, for taking action, and for putting people first. You just have to expand your perspective. One silver lining I see from this pandemic, it will retire, forever, that tired phrase we’ve always done it that way!

As leaders in your organization, you recognize that creativity and innovation are critical – whether it’s developing new products or services or just finding improved ways of doing things.  You want nurture that innovative self inside each and every employee. You

need to start by letting your employees know that you are open to new ideas and suggestions and that you value their creativity. However, recognize that in these times, idea generation is going to take more time and effort. Be patient. Let the process be organic. 

You can read more about imagination and creativity on page 98 of The Manager’s Answer Book a proud 2020 Winner of the Next Generation Indie Book Award. The Manager’s Answer Book is available from Amazon -- https://tinyurl.com/y8umaqpz - Barnes & Noble or your local independent bookstore.

And remember “What you imagine you create.”

A Tip From The Manager’s Answer Book: Your Management Brand

 

As a manager, all eyes are on you.  You bring knowledge, skill and experience to the job. Managing in our current environment is and will continue to be different. As work gradually moves back into offices, managers will have to manage differently and trust their employees. Now more than ever before, the quality of output and results must be the focus of performance measurement, rather than the number of activities or amount of time spent at work stations, in order to sustain productivity, avoid burnout and produce results. 

Successful managers have to show they are not only competent in their area of expertise, but they have to show they are credible, agile, and empathic.  So how do you do that, and why is it important.  

Manager’s Tip:  You do it by creating your personal brand. Your brand is how you present yourself – how you communicate, act and interact with others. As a manager, you are representing the organization – whether interacting inside or outside – so you always want to be mindful of how your actions uphold the organization’s positive culture.  There are critical traits that illustrate a positive personal brand. Clearly at the top of the list are ethics and integrity – being true to your values and principles. You demonstrate this by making decisions that don’t contradict your values, seeking out people with common values and respecting the people around you. Trustworthiness is a close second to integrity.  You show other people that they can trust you by maintaining confidences, exercising discretion and avoiding rumors and gossip.  Listen to your staff and be as transparent as you possibly can. Be fair and consistent with your staff and admit when you are wrong.  And finally courage – having the confidence and integrity when you see something is wrong or not moving in the right direction to say something. Confront wrongdoing no matter where it’s occurring. Step up and do the right thing. Finally, courageous leaders not only speak out and take an opposing point of view, they also advocate for ideas and positions that may not appear to be popular.

You can read more in The Manager’s Answer Book a proud 2020 Winner of the Next Generation Indie Book Award.  Section Four is devoted to creating your personal brand.  Ethics and integrity is discussed on page 111, courage on page 113 and trustworthiness on page 120. The Manager’s Answer Book, is available from Amazon -- https://tinyurl.com/y8umaqpz - Barnes & Noble or your local independent bookstore.

Judge a Book by its Cover

Yes, that’s right. Ignore the old adage that you can’t do so.

Book covers have been consuming our time recently as we move along in our self-publishing process for our up-coming book, They Did What? Unbelievable Tales from the Workplace. There is so much to consider: artwork, font type, color. Will the thumbnail image stand out online? At one of the first Writer’s Digest conferences we attended, we heard a presentation by a designer who said you wanted to keep one word in mind, crap, and keep it in mind for a good reason. 

CRAP is an acronym for C=Contrast; R=Repetition; A=Alignment; and P=Proximity. These are all important elements of book cover design, in addition to the others we mentioned. It was at that point—over seven years ago—that we vowed to each other that when (not if) we finished and self-published what we thought would be our next book, we would definitely turn to the professionals and abandon any DIY thoughts.

Does the advice of don’t judge a book by its cover apply to people in the context of making first impressions? Perhaps, but let me share a recent experience.  

Since the spring of 2020, living and working from home has been a reality for all of us. Is working in pajamas, sweats, t-shirts and, shorts effective? You’ll have to judge that for yourself. Recently, I was getting ready for a day where I had two calls scheduled. The first an informal Zoom meetup with friends, and the second, an interview for a podcast on the Go To Meeting platform. I put on a nice, but plain, turquoise top and realized that some jewelry, which I’ve hardly been wearing lately, would dress it up. This was accompanied by, yes, a pair of shorts.

When I got on the Go To Meeting platform, I realized there were both audio and video components.  Although only the audio would be recorded, while I was talking to the host during the interview, I could see myself on camera. It gave the experience a more personal touch. The addition of the jewelry, I realized, gave me a more professional look and put me in the right mindset for the interview. I was judging myself by my own appearance, positive and professional. 

In these times, sometimes the little things, like a different shirt or the addition of accessories (other than a mask) can make the world of difference in how you feel about yourself. It’s an individual experience. For me, on that particular Friday, I can say that I didn’t look nor feel like, well, CRAP.

P. S. In the coming weeks, we should have a book cover for They Did What? Unbelievable Tales from the Workplace to share. 

A Tip From The Manager’s Answer Book: Beyond People Management

I was once asked during a radio interview: When I think of being a manager, I think of managing people. Can you comment on other things a manager deals with, managers, and/or has to understand?

Wow. This takes on a whole different dimension in 2020. As a result of the COVID-19 pandemic, systemic change was thrust upon us without notice, and without the benefit of planning. The future of the workplace became the present overnight. Managers are finding they have more of a role in managing technology with the proliferation of virtual meetings and use of collaboration tools. They have to create, manage, and implement new processes. They also have to manage change – the challenges both they and their staff are struggling with as they work from home. 

Manager’s Tip: Depending on your organization, you may be called on to manage a special project or program from time to time. This may involve bringing together a team of people from different departments – people for whom you have no direct authority over – to work on a new initiative. This is where your influencing skills are helpful. You are also responsible for managing resources in your organization. You may have to manage materials if you are manufacturing a product. Most managers have a budget and have to manage financial resources. If your organization has proprietary assets – information or products – that must be protected you and your staff must follow procedures to keep the intellectual property safe. And you may find yourself managing customers and outside business partners. The key to managing service providers is to set clear expectations and hold them accountable – just as you would your internal partners and employees. Likely there are contracts in place with these providers, so become acquainted with the terms and conditions of those contracts. 

You can read more about managing budgets, projects, and resources in Section 1 of The Manager’s Answer Book starting on page 15. The Manager’s Answer Book is a proud 2020 Winner of the Next Generation Indie Book Award. It’s available from Amazon -- https://tinyurl.com/y8umaqpz - Barnes & Noble or your local independent bookstore.