Rodney Johnson - Without Warning

In my book Without Warning, I present that C-Level Executives often are at a disadvantage to understand their organizations and how they really work. When this occurs, Silent Problems tend to form, which commonly morph over time, eventually becoming toxic in nature. So what was initially just aa problem becomes a significant problem with unintended consequences.

What is the solution?

First, having a open-door policy is not enough. You must invite honest input from across the organization and be willing to listen. Yes, listen! This is often difficult, especially when the plate of “to-dos” is high and you’re running between meetings. And when you listen, you must ask questions. This will bring clarity and significance to the issue. Secondly, the term Management By Walking Around (MBWA)was popularized many years ago. It was a buzz term that resonated, yet has had less impact that it should. Part of the challenge regards the art and science of the MBWA. One of the best overviews of developing a successful MBWA comes from the blog Seedership, which refers to it as “Walk the Front Line.” They suggest:

Don’t start walking the front line without telling people what you are doing.  It is important they understand why you are asking questions.  Without this disclosure, you will create a lack of trust or make it feel like you are trying to find something they are not telling you.

Do be honest and encourage others to walk the front line with you.  Talk to different people and compare notes.  The more people you can touch, the better the information you will gather.

Don’t schedule time to sit with people.  This allows for preparation and often prevents you from getting the real story.  The purpose of walking the front line is to get a true picture of the experience your organization is providing.  This includes the very good, the good, the bad and the very bad.

Do walk around as part of your regular routine.  Catch people in the moment.  Walk around at different times during the day.  Listen to and watch what they are doing. 

Don’t ask – “How can I make your job easier?”   The reality is these people have the hardest job in the company - dealing with the customer.  Don’t provide a false hope by making them think things will get easier for them. 

Do ask – “What can I do to make you more successful?”  When you ask this open ended question, you will receive the information you need to be successful.

Don’t spend this time talking.  Your job is to listen.  Sit back, take good notes and listen to what these people have to say.  Even if you think their idea is not a good idea, your job is to listen.

Do engage in the conversation.  Ask additional questions.

Don’t let this be the only time they see you.  Once you sit down and begin to ask questions, you have created an expectation that you will act.

Do something with the information you gather.  The biggest mistake you can make when walking the front line is not doing anything after you walk back to your desk.  This is demoralizing to an organization and a good way to be an ineffective leader.

And – take time to say thank you.  Send a note to the people that gave you ideas.  Tell them what you are going to do with the information they provided.  This will show you are truly interested in what they shared. 

Problems may be challenging, Silent Problems can and often turn toxic. Walking the line is one means to identifying problems early. I urge you to create and embrace this first line of defence system.