A Look, A Word, and A Touch

In my last blog I addressed listening … intentional listening. I addressed the importance of being sure, that as leaders, we listen for the right information from the right sources. I received some feedback asking for some ideas as to how to get into the lower levels without disrupting your relationships with key reports and whereby lower levels aren’t standoffish. Obviously, there are times when you circumvent “the system” or your direct reports that it can be hurtful. At the same time, there may be occasions when you need to take such action for the good of the company.

The best personal example I can give goes back to when I was president of a manufacturing company where I had a terrific vice president of manufacturing who was open-minded and team oriented. Some of my key concerns in the manufacturing environment are that all employees understand the importance of consistently good quality, the importance that every employee knows the need for efficiency of materials and labor, and the desire for continuous improvement so the company’s bottomline is maximized. Add to these the most important element of being sure we had the best employees in the area available for the wage we could afford to pay and that they were happy with the way the company treated them and all matters in general. In order to keep my finger on the pulse for these important elements, I would make it a point that every Thursday morning I would walk the factory floor starting one hour before the scheduled break and pause for a brief exchange with each employee. Then I continued the process after the break until I had spoken with each employee. This often took a lot of time, but it always proved to be quality time in the long run.

A Look – A Word – A Touch

I have long been a fan of Tom Peters and his theory of MBWA (managing by wandering around) which was first publicized in his book In Search of Excellence. I liked this concept from the moment I first learned of it and decided to develop my own personal approach for adding this tactic to my leadership skills. Over an extended time, I honed this into part of my management style by adapting three simple steps that I use with every employee. The three things are … a look, a word, and a touch. My primary goals were to get to know each employee personally and to build a rapport with each employee over time. Here’s my explanation of this simple process:

1. A Look – I looked each employee in the eye and called them by their first name or nickname. If I hadn’t met them, I introduced myself and tried hard to get their name right for the next exchange. As you probably know, many employees feel that top management doesn’t want to know who they are and never speak to them. I don’t think this is good and feel it can be addressed with a little forethought and focused effort. Plus, it is fun … and you meet many interesting and wonderful people.
2. A Word – I say something right away. It can be as simple as, “Hi, Jim.” Or more involved like, “Hi, Jim … you making plans for deer hunting next month?” Or simply introducing yourself. Or … “Hi, Jim … how are Allison and kids doing? Have the boys signed up for baseball?” Or … “Hi, Jim … do you follow any sports?” (or social media, go to church, married, kids, grandkids, parents, girl friend, etc.) As you get to know each employee better, you learn more about them, which helps build rapport and makes it easier to have an exchange the next time that is interesting to them and you.
3. A Touch – Shake hands, a fistbump, a high-five, a pat on the shoulder, a hug, etc. A kind touch is a real barrier breaker … rapport builder.

Objective

The objective is to build rapport. But even more important is that by MBWA on a consistent basis you will find people in the lower levels will start to comfortably begin sharing their ideas and suggestions for improving systems, techniques, product development, continuous improvement, innovation … all while building your knowledgebase, getting to know your employees, and building relationships … and loyal employees.

Discernment

It is important to be careful how you use and share what you learn through MBWA. First, you don’t want to lose anyone’s loyalty or confidence by “telling on them” or by taking credit for something that was their idea. In addition, there is the discrete manner of how to handle this approach with your direct reports who may feel you have circumvented their authority and prevent them from becoming disgruntled. With some forethought and by being forthright and honest with your key team players, you and they will learn that this approach can provide helpful insights for all parties. But you have to start with a “big picture” mindset of how you want to use this approach to develop a method and system that is both fair and worthwhile for everyone.

How do you go about communicating with lower level employees?

© Phil Hoffman 2013. All rights reserved

Explore posts in the same categories: Leadership, Mentoring/Coaching, Vision

Tags: business, Continuous improvement, Management, MBWA, Rapport, Teambuilding

You can comment below, or link to this permanent URL from your own site.