March 12, 2024
by Stephen T. Messenger
One of my favorite things to do is walk around and talk to people at work. On my calendar, white space is often synonymous with wondering in and out of various offices and spaces asking a simple question: “Hey, how’s it going?”
The responses usually begin with caution not wanting to expose any “secrets.” But invariably they soon get a little more comfortable as we talk about life and work.
Doing this consistently results in some of the most valuable intelligence I ever receive. You learn more about families, personal lives, work conditions, struggles, equipment shortages, maintenance problems, and victories than you’ll ever get in a conference room.
Management by Walking Around (MBWA)
Tom Peters and Robert Waterman coined the term Management by Walking Around in their 1982 book, In Search of Excellence. They observed a common leader characteristic in highly successful companies—CEOs and managers spend time in the field vice behind their desks. While wandering, they would interact with their employees to get the pulse of the unit.
This trend caught on with large companies such as Disney and Apple with leaders working shifts next to their employees, interacting with customers, and understanding their environment better. The knowledge they gained allowed managers to see their organization better and make better decisions to support what they’d seen.
Not a new concept, the Army’s 1941 publication of Field Manual 100-5, Field Service Regulations–Operations discussed the importance of military leaders constantly understanding soldier issues at the most junior levels. One U.S. Army general exemplified this in 1950 when he arrived in Korea to lead the beaten and disparaged Eighth U.S. Army.
The Man Who Saved Korea
Lieutenant General Matthew Ridgeway assumed command of the U.S. forces after 300,000 Chinese soldiers stormed across the Yalu River into North Korea and forced the United Nation military back on the brink of collapse. Ridgeway knew the reports from the front but wanted to see it for himself and encourage his troops.
With his signature hand grenade and first aid kit, reminding others of his propensity to walk the front lines, he spent three days in an open jeep facing the bitter cold along with his men. In his words, “I held to the old-fashioned idea that it helped the spirits of the men to see the Old Man up there in the snow and sleet . . . sharing the same cold miserable existence they had to endure,”
Hardly old-fashioned but instead a sterling example of battlefield circulation, he used his sharp memory to remember names, faces, and details of almost everyone he met. From the most junior to senior soldiers, Ridgeway engaged his team, providing purpose, direction, and motivation to anyone he met. He reiterated the importance of the mission, and that this Army would stand and fight.
While on the lines, he engaged thousands of troops, and all his American corps and division commanders. In doing so, he reiterated his intent not to evacuate the peninsula, listened to problems on the front, and provided immediate assistance when needed.
The result was a formerly defeated army 54 days later driving the Communists back across the 38th parallel, delivering devastating losses on their forces, capturing hundreds, and forcing a Korean Peninsula stalemate. In his words, “The American flag never flew over a prouder, tougher, more spirited and more competent fighting force than was the Eighth Army as it drove north beyond the parallel.”
It’s More than Walking Around
Matthew Ridgeway understood the concept using battlefield circulation to generate positive effects. But its more than just randomly walking around your footprint. A good manager deliberately plans these engagements on their calendars and has a three-step plan, according to Peters and Waterman.
First, use this time as a chance to talk about the organization’s values and vision. You can never overcommunicate your message. Thank people for their hard work and reiterate why they do what they do. Ridgeway repeated his slogan, “Find them! Fix them! Fight them! Finish them!” There was no ambiguity as to the values and vision of Eighth Army.
Second, listen to people. This requires being able to read the small, subtle clues that people are telling you. It’s uncomfortable to tell the boss that things are wrong. It’s your job to draw the truth out and understand the challenges others are facing. Many times, the problems are mental and need explaining. Ridgeway was asked often why they were fighting in “this God-forgotten spot.” He took time to explain the bigger picture on the importance of the war to the soldiers who were giving their all for it.
Finally, provide immediate action and assistance. If help is truly needed, you must either provide it or explain why it cannot happen. Anything less and you lose credibility. Don’t “look into” problems but solve them now with a sense of urgency. Ridgeway heard the complaints on the front line and ordered more warm weather gear, stationery to write home, and hot meals. This was a game changer.
Watch Out for Tripwires
One word of caution, it’s easy to be perceived out and about as a “dog and pony show” or simply for photo ops by your organization. This is especially true if you’re using company assets, money, or time that others need. It’s critical to avoid “VIP entitlement” less your credibility is undermined.
Make sure your presence is about other people and not about you. While an innocent photo seems like a good idea, your people may think you’re using them for publicity. All efforts must be focused on the people you’re engaging, solving problems, and making emotional and mental connections.
Walking around the Battlefield
Wandering the organization is an important tool to understand issues that you don’t hear in the conference room. Only by walking the terrain that your people work on, can a leader truly realize the challenges, successes, and climate that is happening on your watch.
This process must be deliberate and planned, allowing you to communicate organizational goals, listen to others, and solve problems. Use this tool early and often, and you’ll be surprised and the impact you make on others and your team writ large.
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This website is a personal blog and all writings, podcasts, opinions, and posts are the authors’ own and do not represent the views of the United States Army nor any other organization. Podcast music credit in this audio file is to: “Alex Productions – Legends” is under a Creative Commons license (CC BY 3.0). / @alexproductionsnocopyright
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