Mark W. Shead

“Managing by walking around” is a popular idea with managers, particularly those with no management skills.  The idea is sound–get out there and mix with the people you are trying to manage so you understand what is going on and can hear the issues they have.

This isn’t a bad thing, but some managers take this and make it into what I call “wet dog management”.  They come into a room and shake responsibilities and edicts at whoever happens to be nearby.  Then they go to another room and do the same thing.  There is no clear strategy to what they are wanting to accomplish.

I had this happen once when I was working as the IT director for an organization.  One of the vice presidents came in and asked me to take care of maintenance issues at another site.  I said I’d be happy to do it, but I thought it might make the maintenance department feel like I was stepping on their toes.  I just happened to be the nearest person when he thought of something he wanted to have done.  It wasn’t part of a strategy or even a reasoned plan, he was just shaking the letting the responsibilities fly to whoever was closest.

Just as management by walking around has some value if used correctly, so does leadership by walking around.  If you want to lead people, you can go a lot further by letting them see your example.  If you walk around and remain aloof, they will probably follow your lead.  However, if they see you getting involved with customers and practicing the principles you ask of them, they will be much more willing to follow your lead.