Leaders Look for Results Instead of Salutes

"Look for results, not salutes.” This is a great quote that comes from a chapter in Captain D. Michael Abrashoff’s book, It’s Your Ship: Management Techniques from the Best Damn Ship in the Navy. In it he describes how he broke down the time honored traditions of officer/enlisted separations. Not completely, of course, but enough to make a harmonious difference.

It takes just simple things sometimes to make a difference, and to show that you, as a manager/supervisor, are part of the team and not just the overseer. For instance, Captain Abrashoff talks about taking his place at the end of the food line at steel beach picnics (cookouts on the flight deck). This just normally is not done – officers go to the front. It wasn’t long, of course, before other officers took his cue and were doing the same thing. Going to the end of the line was one of many ways of showing his crew that he genuinely cared for them and he was working WITH them.

You can easily use these same types of techniques in civilian business. Just like the military, we also have ranks and privileges – executive parking spaces, cafeterias, even restroom’s. But take a look at the difference in where you spend most of your time. In your office – which is segregated far from the lower ranks?

I often talk about Tom Peters' concept of MBWA (management by wandering around). Step out of your hideout and become part of the team. Make it habit to eat in the break room once a week. Give staff the opportunity to talk with you freely, whether they’re happy about something or concerned. This is where new ideas and improvement comes from.

From 12/19/08

Share The Milk and Cookies

Who's one of the greatest manager/leaders of all time? Look no further than the North Pole. Yes, I'm talking about Santa Claus.

One of my favorite leadership books is "The Leadership Secrets of Santa Claus-How to Get Big Things Done In YOUR "Workshop"...All Year Long". It's very easy to relate to.

Santa says that one of his biggest benefits of being him is the fact that he's on "the point". All of the elves and reindeer work their "ears and antlers off" all year so the mission and vision can be fulfilled, yet Santa's usually the one that gets all of the credit. He's the one that gets to travel all over the world, attend meet and greets, and have his picture plastered all over greeting cards. The elves and reindeer don't get to experience all the fun so "their feelings of satisfaction and accomplishment must come in different ways".

Just like you as a leader, Santa must help his elves and reindeer see the "positive differences" that they're making. He practices MBWA (management by wandering around) just like you should be doing. He shares thank you letters and posts them on a bulletin board labeled "SEE WHAT YOU MADE HAPPEN" - just like you should be doing. He uses crayons to draw diagrams showing the link between the elves and reindeer and the smiling children that get the presents - that's communication that you should be providing (maybe not with crayons though).

Nothing motivates an employee - whether elf or not - more than actually seeing that they're contributing and making a difference for the organization and their customers. So look for ways to make it happen for your staff.

Keep On Wandering

I sware by Tom Peters' Management By Wandering Around (MBWA). It’s really more than what the name implies. It’s not enough for leaders to just “walk around”. It’s also not “just a theory”. MBWA has been embraced, over the years, by highly successful organizations such as Hewlett-Packard, GE, PepsiCo, LucasFilm, Disney, and 3M.

As you “wander”, in order to be effective, you should be doing at least these three things:
• listening to what staff are saying,
• using the opportunity to continuously discuss the organization’s values face-to-face, and
• be prepared AND able to give people on-the-spot assistance.

At first, staff may suspect that MBWA is just an excuse for you to spy and interfere. That'll subside when they see the walk-arounds happening regularly, and they see that it actually benefits THEM. It works best when staff see that you are genuinely interested in them and their work and also see that you are there to listen and help. If things you see or hear require some type of follow-up, then make sure you take care of it.

Here are a few tips to assist in making MBWA a success:
• Publicize the fact that you are out wandering 50% of the time.
• Appear relaxed as you make your rounds. Staff will reflect your feelings and actions.
• Remain open and responsive to their questions and concerns.
• Observe and listen.
• Make sure your visits are spontaneous.
• Talk with staff about what they like – family, hobbies, vacations, or sports.
• Ask for suggestions to improve operations, service, etc.
• Try to spend equal time in all areas.
• Have meetings in others’ spaces rather than your own office all the time.
• Catch staff members doing something right and recognize them publicly.
• Convey the image of a coach – NOT an inspector.
• Encourage your staff members to show you how the “real work” of the company gets done.

The point is - make your walk-arounds count. Go out there with a purpose, and make a difference.

So. How Am I Doin?

This is a question that your staff shouldn’t have to ask you. If you’re “managing by wondering around” (MBWA) and giving clear concise FEEDBACK, they shouldn’t have to. But many leaders do put off giving feedback to staff even though they know that giving and getting honest feedback is essential for growth and development of successful staff and organizations. Hmmm. Maybe it’s because there are so many ways to mess it up and people just don’t know the most effective way make it right.

I know, I know. You’ve heard all the tips and common mistakes for feedback. Well, you must be an expert then. Wrong. I’m continually finding new and interesting twists. And here’s one now. In an article by Brian Ward called "How To Provide Feedback", he gives these five easy tips:

1 - Never just 'deliver feedback'. Feedback should be part of a larger process which includes coaching for superior performance. Feedback is ONE step in that process.

2 - Provide feedback to the whole person. Treat each person as a whole person, not just the part that you observe that needs attention. The person receiving feedback isn’t broken, and they don't need to be fixed. Provide praise and reinforcement when you catch them doing something right, as well as feedback when they are off track.

3 - Make feedback a conversation, not a lecture. Keep it conversational. If a conversation does not happen naturally, then back off and ask yourself and the other person a simple question "what are you feeling (or thinking) right now?"

4 - Think about their goals as well as yours. Discuss the feedback in the context of what will make the person more successful. Don't just concentrate on your goals or the company's goals. That makes the conversation too one-sided. If the person has no goals, then . . . that's what you need to address first.

5 - Finish on a positive note. Okay, so some feedback sessions may not finish that way. But you have to ask yourself why that's so . . . is it because you've let the issues compound, and perhaps it’s gone too far? Either way, offer support to the person as a way to stay in the picture. Never let them struggle alone . . . stay close to them and coach, coach, coach!

If you’re not doing these things then who is? Probably no one, I’d imagine. You OWE it to your staff, yourself, and your organization to make good feedback part of your continuous development regime.

Look For Results, Not Salutes

“Look for results, not salutes.” This is a great quote that comes from a chapter in Captain D. Michael Abrashoff’s book, It’s Your Ship: Management Techniques from the Best Damn Ship in the Navy. In it he describes how he broke down the time honored traditions of officer/enlisted separations. Not completely, of course, but enough to make a harmonious difference.

It takes just simple things sometimes to make a difference, and to show that you, as a manager/supervisor, are part of the team and not just the overseer. For instance, Captain Abrashoff talks about taking his place at the end of the food line at steel beach picnics (cookouts on the flight deck). This just normally is not done – officers go to the front. It wasn’t long, of course, before other officers took his cue and were doing the same thing. Going to the end of the line was one of many ways of showing his crew that he genuinely cared for them and he was working WITH them.

You can easily use these same types of techniques in civilian business. Just like the military, we also have ranks and privileges – executive parking spaces, cafeterias, even restroom’s. But take a look at the difference in where you spend most of your time. In your office – which is segregated far from the lower ranks?

I often talk about Tom Peters' concept of MBWA (management by wandering around). Step out of your hideout and become part of the team. Make it habit to eat in the break room once a week. Give staff the opportunity to talk with you freely, whether they’re happy about something or concerned. This is where new ideas and improvement comes from.

Leading by Example

Almost nothing can create as much credibility as leading by example. Ralph Waldo Emerson said, "What you do thunders above your head so loudly I cannot hear the words you speak". In other words - actions speak louder than words.

One of the jobs of a supervisor is to be a role model. You were put in that position because you "fit the mold". You are a "model" employee. Just because you are now a supervisor/manager doesn't mean it's time to sit back and take it easy. You are expected to be setting an example in keeping with the standards of the organization. That may mean MBWA (see 08/22/08 blog) or rolling up your sleeves and giving a hand.

There are a few things that I think may guide you down this road to better leadership:

• Don't be afraid to get out there and see what's going on and be the first to give praise - sincere praise - not just a painted smile and "good job".
• Infuse inspiration into your talk, your body language, your memo's, etc. Let people know that you're excited about your job and your organization - 'this is a great place to work!'.
• Share in your rewards and at-a-boys. Chances are, you didn't do it all yourself. Let your staff know how much they're appreciated. A small gift may be in order, or a pizza lunch.
• Along with sharing in rewards comes taking responsibility. If you mess something up, take the hit. Never play the blame card. This will encourage others to do the same. And you know - you'll spend alot less time trying to figure out 'what happened?'.
• Be honest. Anything less than that and you can kiss everything else you've done good-bye. No honesty - no trust.

Doing anything less than these five things will surely produce an unmotivated team for you - if you have a "team" at all.

MBWA Revisited

Since I first got into TQM while stationed at Naval Hospital Orlando back in the early 90's, I've been a great proponent of Tom Peters' Management by Walking Around (MBWA). The whole idea revolves around getting out of your office, cube farm, etc and walking amongst your staff. There is no better way to get a real picture of what's actually going on in the "trenches". By getting a first hand look at the atmosphere you can actually head off potential problems before they happen, or get the opportunity to reward someone as they do something good.

Most employees won't go to their managers with problems - they just go to other employees. This is in no way a productive, motivating way of business. In MBWA the supervisor is "around" so employees don't have to go out of their way to find them. Talk to employees and find out their feelings and ideas. Let them know that their input is encouraged and appreciated. This is not a spying mission.

A lot of supervisors just don't like to get out among the troops, but the benefits of just walking around strongly outweigh the "inconvenience" of it. The thing that you, as the supervisor, must expect is - da-da-da - honest feedback. But if you make MBWA a routine part of your day - every day - you'll find that suspicions will go away and productive honesty will increase.

Check out Tom Peters. He's been around awhile but his ideas are still highly relevant http://www.tompeters.com/. Mr. Peters' books In Search of Excellence and The Pursuit of WOW! are still on my best-read list.