Before the pandemic reshaped the workplace, my leadership philosophy was guided by a simple acronym: MBWA — Management by Walking Around.
At its core, MBWA is about stepping out of your office and into the daily flow of the organization. By intentionally walking through the workplace, I found that some of my most meaningful conversations with colleagues happened not during scheduled meetings, but during casual, unplanned interactions.
Over the years, I’ve come to recognize the distinct benefits of this practice, both for employees and for leaders.
Benefits for employees
- Accessibility to leadership. When leaders initiate casual contact, the perceived barrier to leadership is lowered. Employees may feel more engaged when a relationship with leadership has already been established in an informal setting. Frequent touchpoints also foster mentorship and expose employees to a form of professional development.
- Authentic dialogue. Conversations that take place on an employee’s “home turf” or casual breakroom setting tend to be more candid. Without the formality of a meeting room or agenda, people feel more comfortable expressing what they’re really experiencing and I find that employees are far more likely to bring forward questions, ideas or concerns.
- Sense of appreciation and empowerment. Small gestures, like simply stopping by to say, “Hi,” signal to employees that they are valued. Over time, this fosters trust, empowerment, and a willingness to share both challenges and successes openly. This can lead to a better culture of collaboration.
Benefits for leaders
- Real-time insight. Walking the floor provides leaders with an unfiltered view of the organization. Rather than relying solely on reports or scheduled updates, you hear directly from employees and can gather more strategic insights, troubleshoot in real time and make agile decisions.
- Enhanced visibility. A leader who is present and approachable sends a powerful signal of commitment. Visibility isn’t about micromanaging; it’s about demonstrating an investment of your time and attention in the people and culture that drive performance.
- Stronger culture. Above all, MBWA builds trust. When employees experience open communication and consistent engagement, the culture becomes one of collaboration, transparency and shared ownership. This can improve outcomes and attract a strong workforce.
MBWA in the post-COVID workplace
Today’s workplaces may look different from the pre-pandemic era. Hybrid schedules, flexible work arrangements and digital collaboration tools have reshaped how organizations operate. Yet, if anything, MBWA is more critical now than ever.
In-person engagement allows leaders to feel the energy of the organization, which I believe can’t be replicated through a screen. It motivates leaders to drive growth while reinforcing a culture of inclusivity, collaboration and collective success. Management by Walking Around is not a relic of the past. It remains a powerful leadership practice that strengthens culture, empowers employees and provides leaders with the insights they need to guide their organizations forward. ●
Fred DiSanto is Chairman and CEO of Ancora
