TRUTH 14 If you’re out of sight, you’re probably out of touch

You need to manage change; don’t let it manage you.

In the February 18, 2007 edition of The Washington Post, Dana Priest and Anne Hull wrote a story, “Soldiers Face Neglect, Frustration at Army’s Top Medical Facility.”

In this article, the writers described how the number of casualties from the war in Iraq has overwhelmed the Walter Reed Medical Center, to the point where the soldiers classified as outpatients are treated across the street in a facility called Building 18.

If overcrowding was the only issue, the journalists may never have taken to the keyboards; however, their investigation found far greater ills. Our rehabilitating veterans were enduring a facility that was in desperate need of repair—with problems including rot and mold, rodent infestation, and a dire lack of facility maintenance and planning. Further aggravating these shortcomings was a bureaucracy that seemed incapable of helping and often threw endless paperwork or apathy at those with the pronounced healing needs.

The story is a tragedy. But, it got worse.

In the days following the publication of the article, it was widely reported that this topic came as “news” to many senior governmental and military officials, including the Secretary of the Army, Dr. Francis J. Harvey. It appeared that his first knowledge of these deplorable conditions and the poor treatment given to our heroes came from reading the paper! Dr. Harvey later resigned.

There are some managerial lessons from these unfortunate events. It’s your responsibility to keep a “pulse” on your team, fighting the temptation and natural tendency to be chained to your desk. In this regard, you must be visible and accessible; you need to “manage by wandering around” And it may surprise you to know that this practice is more effective than any other type of workplace climate survey or suggestion box program.

First, managing by walking around establishes rapport and builds goodwill. For example, Jerry Senion, the vice president of operations at a large manufacturing site for a Fortune 500 concern spent a portion of each day walking the factory floor, discussing the site’s operations, finances, safety record, and the weather with those within earshot. He was constantly in motion, seeking out those who might otherwise be overlooked, as well as those who desired a platform. Jerry knew many of the site’s 2,500 employees—viewing every individual as an important organizational asset and as the family’s respective breadwinner. These walkabouts allowed him not only to deliver his messages, but they also created opportunities for personal connectivity, engagement, and collective learning.

Second, managing by walking around allows you to track the pace and efficiency of the change process, firsthand—without being seen as interference. There are no barriers, no filters. You can talk to the team and make your own assessment about what is and what isn’t working. Your decision making will improve, as you will have more timely and accurate information.

Third, you will hear about and respond to the individual’s or the team’s day-to-day problems as they occur, preventing them from building into major issues. By inviting input, you demonstrate respect and establish trust. Your personal credibility will be enhanced if you respond to their respective needs.

Fourth, you will establish informal feedback loops about your performance. Ed Koch, New York City’s former mayor, frequently asked his constituents, “How am I doing?” His style was a bit brash, but his question was indeed purposeful.

With such upside, managing by walking about is a tool for every manager.

Want to get started? Go slowly at first in terms of breaking the ice. You don’t want to be seen as a threat. Remember, managing by walking about isn’t a casual stroll through your facility; it has purpose and should be scripted. If necessary, take a notepad with you to take notes or prompt discussion points. This strategy is most effective if you demonstrate courtesy, give total attention to the persons you’re speaking with, critically listen, encourage two-way dialogue, and show your appreciation for employees’ candor.

And be sure to follow up as needed with any and all outstanding inquiries, even if they seem trivial to you.