6招搞定走動(dòng)式管理
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????親愛(ài)的安妮：我的公司最近進(jìn)行了一輪全方位的業(yè)績(jī)考評(píng)，自從我兩年前升職到管理層，這還是頭一遭。我領(lǐng)導(dǎo)一個(gè)約30人的團(tuán)隊(duì)，大家對(duì)我的工作都給予積極評(píng)價(jià)，除了一個(gè)缺點(diǎn)：我收到的書面評(píng)估指出，除了事先安排的會(huì)面，他們很少遇到我，沒(méi)機(jī)會(huì)問(wèn)一些突如其來(lái)的問(wèn)題或是就當(dāng)天發(fā)生的事情得到反饋。我得承認(rèn)我大部分時(shí)間窩在辦公室里，忙于自己的工作，但他們要是想和我交流，也可以直接來(lái)找我。 ????總之，老板給我的建議就是“多試試MBWA”。對(duì)此我毫無(wú)概念，只好求助谷歌，原來(lái)是“走動(dòng)式管理”（management by walking around）。好吧，具體怎么做呢？就是到處走走，隨便聊聊？聽起來(lái)純粹是浪費(fèi)時(shí)間，更別提這種不宣而至的拜訪還可能打攪別人的工作。我肯定沒(méi)有找到要領(lǐng)，對(duì)吧，能否指教一二？——困惑的匹茲堡人 ????親愛(ài)的困惑者：就像你從網(wǎng)上學(xué)到的那樣，走動(dòng)式管理（MBWA）就是指經(jīng)常性的到處走動(dòng)，與人面談，了解大家對(duì)公司現(xiàn)狀的看法，傾聽他們的擔(dān)憂。這就是惠普公司的創(chuàng)始人比爾?休利特和戴維?帕卡德管理公司（惠普公司的英文名就是兩位創(chuàng)始人姓氏的組合——譯注）的辦法。由于湯姆?彼得斯和羅伯特?沃特曼在他們的暢銷名著《追求卓越》（In Search of Excellence）中的推崇，走動(dòng)式管理成了細(xì)致和個(gè)人化管理方式的代名詞。史蒂夫?喬布斯將這一方法發(fā)揮到極致，甚至越過(guò)員工，直接用到了顧客身上，他會(huì)通過(guò)電話來(lái)回應(yīng)他們的抱怨和置評(píng)。 ????不請(qǐng)自來(lái)的拜訪確實(shí)可能打攪別人，但支持者宣稱這一方法也有實(shí)實(shí)在在的好處。波士頓高管培訓(xùn)公司ClearRock的執(zhí)行合伙人安妮?史蒂文斯就說(shuō)：“走動(dòng)式管理的好處很實(shí)在：讓人更多地感覺(jué)到你的存在，促進(jìn)你和員工的交流和分享想法，鼓勵(lì)大家提出合理化建議。” ????除了讓你對(duì)公司的狀況了如指掌，你的時(shí)常出現(xiàn)和頻繁交流也會(huì)促進(jìn)員工的工作熱情和工作效率。史蒂文斯指出，雖然是老生常談，但在很多公司電郵已經(jīng)取代了以往常見的面談，有的老板會(huì)顯得高高在上和難以捉摸，就像《綠野仙蹤》（Oz）里老是躲在幕后的巫師奧茲一樣。 ????“現(xiàn)在的趨勢(shì)是通過(guò)電郵、備忘錄和正式會(huì)談來(lái)管理員工。”她說(shuō)，部分原因是由于很多經(jīng)理（就像你一樣）覺(jué)得自己忙得沒(méi)時(shí)間和員工非正式地會(huì)面，也可能“年輕和新近升職的經(jīng)理”根本就不知道走動(dòng)式管理的概念。 ????對(duì)那些想嘗試走動(dòng)式管理的老板們（而不是想當(dāng)甩手掌柜的家伙），史蒂文斯給出正確實(shí)施這種管理方式的6點(diǎn)建議： ????1、養(yǎng)成習(xí)慣。只有在沒(méi)有固定時(shí)間表的情況下，不期而至的閑談才最有效率，因?yàn)椤霸诖蠹覜](méi)有為會(huì)面特意做準(zhǔn)備時(shí)，你才能看到真實(shí)情況，你的走動(dòng)才能獲得最大回報(bào)，”史蒂文斯如是說(shuō)。但如果可能的話，請(qǐng)?jiān)谧约好刻斓娜粘贪才派蠟樽邉?dòng)式管理留出專門時(shí)間，就算只有半個(gè)小時(shí)也好。“經(jīng)常做，效果就會(huì)更好。” ????2、單槍匹馬。經(jīng)常性地與員工進(jìn)行一對(duì)一的談話是走動(dòng)式管理的最佳形式。帶著助手參加很可能會(huì)形成壓抑的氛圍，員工會(huì)不自在，甚至感覺(jué)你在仗勢(shì)欺人。 ????3、平等對(duì)待。如果你了解辦公室傳言的來(lái)龍去脈，你就知道，和某人閑聊次數(shù)多一點(diǎn)，就會(huì)有人傳閑話了。試著在下屬之間平均分配你的交流時(shí)間，這一點(diǎn)即使在一天或者一周之內(nèi)難以做到，也要在長(zhǎng)期的過(guò)程中實(shí)現(xiàn)。 ????4、論功行賞。史蒂文斯說(shuō)：“對(duì)每一個(gè)人都要問(wèn)問(wèn)他/她對(duì)改進(jìn)產(chǎn)品、流程、銷售、服務(wù)有什么想法。”然后，如果某人的建議起了效果，一定要公布他的身份，以顯示你會(huì)論功行賞。 ????5、有始有終。史蒂文斯建議，如果無(wú)法當(dāng)場(chǎng)回答員工的問(wèn)題，之后要記得回復(fù)他/她。除了顯示應(yīng)有的禮貌，也能增進(jìn)信任。 ????6、避免沖突。記得你的主要目的是了解事實(shí)，其次是促進(jìn)和諧。為了避免損害這些目標(biāo)，史蒂文斯建議：“如果你發(fā)現(xiàn)某個(gè)員工的工作狀況不佳，請(qǐng)不要當(dāng)場(chǎng)解決問(wèn)題。相反的，先記下來(lái)，再找個(gè)合適的時(shí)間、合適的場(chǎng)合來(lái)處理。” ????顯然，走動(dòng)式管理會(huì)花費(fèi)額外的時(shí)間和精力，但除了在未來(lái)可能有看得到的好處，你也許會(huì)發(fā)現(xiàn)你喜歡上了這種方式。不妨試試看吧。 ????反饋：如果你是經(jīng)理，你試過(guò)走動(dòng)式管理嗎？如果老板喜歡搞突然襲擊，你會(huì)覺(jué)得受到打攪還是歡迎這種交流方式？敬請(qǐng)留言評(píng)論。 |
????Dear Annie: My company did a round of 360-degree performance evaluations recently — the first time we've done this since I was promoted to management two years ago. The team of about 30 people reporting to me all had positive things to say about my work, with one exception: The written appraisal I received said they feel they don't run into me enough, outside of scheduled meetings, to ask spur-of-the-moment questions or get feedback about things that come up during the day. It's true that I am so swamped with my own work that I am stuck at my desk most of the time, although nothing prevents anybody from stopping by if they want to speak with me. ????Anyway, my boss wrote in my file that I should "do more MBWA." I had no idea what that meant, so I Googled it and found out it means "management by walking around". Okay, but how does it work? Do I just walk around and talk to people? It really sounds like a waste of time, not to mention a possibly unwelcome distraction for the staffers I'd be dropping in on. I must be missing something here, but what? — Puzzled in Pittsburgh ????Dear Puzzled: Management by walking around (or MBWA), as you probably know from your Internet search, is the habit of stopping by to talk with people face to face, get a sense of how they think things are going, and listen to whatever may be on their minds. ????This was how founders Bill Hewlett and David Packard ran their eponymous computer company. After Tom Peters and Robert Waterman wrote about it in their 1982 blockbuster bestseller In Search of Excellence, MBWA became a buzzword for up-close-and-personal management. Steve Jobs was the ultimate practitioner of this approach, taking it beyond Apple (AAPL) employees to customers, whose complaints or comments he often answered with a phone call. ????It may be that popping in on employees unexpectedly is, as you say, a distraction — but enthusiasts say the practice also yields real benefits."Management by walking around really helps you be more visible, connect with employees and share ideas, and invite suggestions for doing things better," says Annie Stevens, managing partner at Boston-based executive coaching firm ClearRock. ????Beyond the obvious advantages of keeping your own finger on the pulse of the organization, employees are likely to be more engaged and productive if they see you and speak with you frequently than if they don't. That might sound commonsensical, Stevens notes, but email has replaced ordinary face-to-face contact in many workplaces, so that some bosses have come to seem as remote and inscrutable as Oz behind his curtain. ????"There has been a tendency to manage employees via email, memos, and formal meetings," she says — partly because many managers feel (as you do) that they just don't have time to meet with employees informally, and partly because "younger and newly promoted managers" may never have learned the basics of MBWA. ????So, for bosses who would like to manage by walking around (rather than, as one wag put it, manage by walking away), Stevens offers this checklist of suggestions for doing it right: ????1. Make MBWA part of your routine. Dropping in on employees' workspaces for an informal chat is most effective if you don't do it on any fixed schedule, since "you'll realize the greatest returns by seeing what is going on when people aren't prepared for you," Stevens says. But do plan for a bit of MBWA on your own calendar every day, if you possibly can, even if it's only for half an hour: "The more often you do it, the more beneficial it is." ????2. Don't bring an entourage. MBWA works best as a continual stream of one-on-one conversations with individual employees. Bringing aides or assistants with you will probably just inhibit the discussion by making people more self-conscious or, worse, make them feel you're ganging up on them. ????3. Visit everybody. As anyone might guess who's familiar with how office rumor mills get spinning, dropping in on some folks more often than others is likely to create the wrong kind of buzz. Try to spend roughly the same amount of time — not necessarily all in the same day or even the same week, but over the long run — with each person who reports to you. ????4. Ask for suggestions, and recognize good ideas. "Ask each employee for his or her thoughts about how to improve products, processes, sales, or service," Stevens says. Then, if someone's idea leads to a positive result, make it known whose suggestion it was and show you're ready to give credit where it's due. ????5. Follow up with answers. If you can't answer an employee's question off the top of your head, don't forget to get back to him or her with an answer later, Stevens suggests. Besides being common courtesy, it builds trust. ????6. Don't criticize. Remember, you're on a fact-finding mission, with the secondary purpose of building rapport. To avoid undermining those aims, Stevens says, "If you find that an employee isn't performing his or her job correctly, don't attempt to change the behavior on the spot. Instead, make a note of it and address the problem at another time and in another setting." ????Clearly, MBWA takes some extra time and effort, but apart from any tangible payoff it might yield down the road, you might even find that you enjoy it. Stranger things have happened. ????Talkback: If you're a manager, have you tried MBWA? If your boss is prone to dropping in on you, do you find it distracting or do you welcome it? Leave a comment below. |
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