Q. I like the concept of “management by wandering around.” I read about it in a textbook, but I think employees don’t like a supervisor who sneaks around in the workplace. Should I let employees know when I am coming? I think anything less will undermine trust.
A. Management by wandering around (MBWA) is a supervision technique that is designed to be random or unpredictable. The idea is to better gauge work processes, issues and problems by showing up unexpectedly. You should also add catching people doing something “right” to this list! No one truly knows where the idea originated, but scheduling visits would undermine its purpose. Letting employees know you involve yourself in this practice, however, would prepare them to be less annoyed when you show up unannounced. Certainly there are employees who do not like surprise visits from wandering management, but what they would resent more is you not caring at all. To make this practice more effective and less intrusive, create a tradition of doing it regularly, and engage with employees along the way by listening to their complaints, ideas and recommendations for improving productivity. Nearly all employees have some. They’ll feel heard and you and your employees will both see value in the practice of management by wandering around.
Q. I am a newly hired supervisor and would like to build trust with my employees quickly. Can you offer any tips?
A. You can’t rush trust, but here are a few tips to prevent setbacks:
1) Do what you say you are going to do. Employees have memories like elephants for promises made by supervisors.
2) Communicate frequently, not just when there is big news, good or bad. Communication is the only way employees will discover what you want them to know about you, so the more frequent, the better.
3) Act appropriately with employees, but avoid being reserved, aloof, remote or a conformist. Let them see the real you, and use opportunities like birthdays or special occasions to express your sentiments to individuals.
4) When possible, do not harbor negative news and then drop it on employees at “the right time.” Try to first prepare employees for what might be coming.
5) The more employees who see you and talk with you individually and in groups, the more trust will build.
Q. What is the one area of managing employees where supervisors most often fall short?
A. Surprisingly, supervisors most often fall short in managing themselves. Most supervisors learn on the job and may not learn except over time about the multitude of issues associated with managing employees and their personal growth. The Menninger Foundation (America’s first private practice in psychiatry) spent time examining the supervisor’s role in an institution and published a list of helpful tips. The insightful list addresses self-awareness, managing stress properly, maintaining a healthy perspective on the supervisory role, having a source of mentorship and inputs, understanding how to learn from one’s mistakes and failures, learning how to manage one’s emotions and taking time to reflect on events and incidents daily to gather lessons learned.