Get Fit With MBWA

September 14, 2015

There’s a lot of different management styles, but one of the best maybe just one of the most simple. Some say that Abraham Lincoln started this management style during the Civil War. Dave Hewlett and Bill Packard, founders of computer giant Hewlett-Packard, are generally regarded as the masters of this management style.

Management by Walking Around, or MBWA, was the prevailing management style for HP beginning in the 1970s. And even in an organization with employees that number in the thousands, it was an effective management style that helped connect managers with workers.

While there may not be too many stores that have 50 employees, let alone 50,000 like HP, Management by Walking Around made just be a worthwhile style of management for your operation.

There are legendary stories of Bill Packard wandering around the various HP offices, with his hands in his pockets and a trademark casual style, chatting with employees and getting a chance to better understand their side of the business. In a just a short conversation, he could gather opinions, ideas, and ways to improve the practical side of the business. And he also got to know the employees better. It was an essential way he used to help build a cohesive team.

In a time where e-mail is considered direct employee interaction, getting out of the office and talking with people face-to-face maybe downright revolutionary.

So how does this translate into an operation like a museum store, where the number of employees may range from 1 to 30?

An article in Forbes magazine suggests a few ways to make MBWA a useful management tool. One of the tips is to do it every day. In a business like a retail store, it’s essential to walk the aisles and assess how your store presents itself to your customers. Is everything the way it should be? Look for things such as are the aisles wide enough to accommodate a wheelchair, are there possible risks of injury to your customers (like heavy items placed high on the shelves or hooks that are kid eye level), and is your lighting adequate to show off your shiny stuff? Don’t assume that what worked a few months ago is still working today. Your store changes with every customer interaction. Speaking of customer interactions, these walks through the store are a great time to get feedback from your customers.

If you have ever been to a truly successful restaurant or shop you will notice one thing, the operator almost always takes the time to visit with everyone. Obviously, a small museum store staff is not a communications challenge. But are other colleagues throughout the institution part of your conversations? Understanding the exhibits and collection is part of your role already. Just as you have spent time in getting to know the exhibition, listening to the opinions of people who work in other departments and have been to your store is invaluable. They’ve shopped in your store and probably have gotten feedback from others who have as well.

During your conversations with your employees and coworkers, ask them for suggestions and ideas. And when ideas and suggestions are offered, be open to what they have to say. They may not work in your situation, but if you follow the 80/20 rule, it’s inevitable that a decent number of workable ideas will come from these interactions. Not all suggestion will be great, but they may be the seed of great idea. Remember walking around is a smart strategy and when you ask for input and suggestions, follow up with your team and let them know you heard them and give them credit for ideas that worked.

Of course, if your boss practices MBWA, this may be the perfect opportunity to provide an idea that just might help them become a better manager.

For more information on Management by Walking Around take a look at In Search of Excellence by Tom Peters and Robert Waterman.

Patrick Mulcahy is Director of Marketing for MSA