Recognition By The Happy Wanderer
Below is a MRR and PLR article in category Business -> subcategory Management.
Recognition by the Happy Wanderer
Summary
Quin Jerome, the Sales Director of a clothing company, is known for his conversational skills, often entertaining major clients. One summer, while filling in for the CEO, Quin noticed an unusual entry in the planner: "11.00 - 12.00 Wander." The CEO’s PA explained it meant walking the production floor to engage with the machinists. Quin, despite his communication prowess, hesitated, unsure of what to say.
The Power of Curiosity
Curiosity unlocks potential and recognition. "Managing by Wandering Around" (MBWA) is a strategy popularized in the 1980s by quality expert Tom Peters. Successful organizations were found to encourage managers to step away from their desks and explore their surroundings. This wandering allows managers to discover areas of the business they might otherwise overlook.
By engaging with employees who are often out of sight, and asking who, what, where, when, why, and how, managers can uncover insights into their business that are not typically revealed. It’s not about managers hiding information; rather, they filter out what they view as trivial. However, what seems trivial might be the seed of significant innovation.
Recognizing True Value
MBWA serves as an acknowledgment. When senior leaders devote time to listen and seek opinions, employees feel valued. Encourage open dialogue about management decisions, company policies, and rumors. Maintaining an open mind and understanding their perspective can ease employee concerns.
Simple inquiries often uncover great opportunities. Asking, "What one thing could I do to help you with your job?" might yield humorous responses about swapping salaries, but it’s followed by practical suggestions like improving lighting, adding a fan, or fixing a chair wheel?"small investments that enhance the work environment.
Inquiring, "What and who makes a difference in your department’s performance?" can identify practices and individuals worthy of emulation. Recognizing role models promotes a positive workplace culture. Work should be a social and enjoyable experience, fostering the best in employees.
Conclusion
Quin may have been unsure at first, but exploring the production floor and engaging with employees not only enhances recognition but also reveals hidden strengths and opportunities within the organization. This practice nurtures a culture where employees feel seen, heard, and valued, ultimately benefiting the entire company.
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