Which is why, in their valiant quest for zero defect in the way their employees go about their daily business, they rush headlong towards excellence, enrol in quality colleges and swallow heaven knows how many other management elixirs in an effort to find that mystical quick fix that will turn ordinary, uninspired people into gung-ho gang-busters brimful of enthusiasm and capable of miraculous work rates.
Unfortunately most of these programmes last about a week at best and then its business as half-baked usual.
And the main reason is because communication is restricted entirely to the word. Employees are given lectures, motivational talks and attend ra-ra sessions to beat the band. Without anyone giving a thought to tossing in a deed or two.
And of course, the most important deed is leading by example. For some strange reason the bosses believe that all these programmes are only for their minions and that none of the principles apply to them.
Take customer service for example. The bosses will exhort, cajole and come close to outrightly bribing their employees to “take ownership” of customer complaints while at the same time taking refuge in their own ivory towers after having given their PAs and secretaries strict instructions to keep irate customers at bay and, even worse, to make it as difficult as possible for employees to seek their counsel.
Senior and middle managers are urged to “get out and meet your customers and to for heaven’s sake not forget your internal customers”. After which bosses aren’t seen again for weeks.
Which leads one to that most ignored of communications and management pursuits called MBWA – management by walking about.
Perhaps the name itself is its biggest enemy, because it suggests either goofing off or a time-wasting and silly pastime in which no serious businessman would indulge unless his company was doing so well he could afford the luxury.
In fact, it is one of the most powerful internal communications and customer relations tools ever invented.
I have seen myriad motivational programmes implemented in all sorts of companies, but never have I seen anything that can rival the massive motivational power of an MD or chief executive moving among his people.
But this deed alone is not what this facet of communication is all about. It also depends largely on what the big boss does when he goes MBWA.
What he certainly shouldn’t be doing is questioning employees about job specifics and giving them the impression that he is checking up on what they’re doing. That he doesn’t trust them and is making sure they’re not just goofing off playing solitaire on their computers or fannying about around the tea trolley.
Frankly, to get it right he should avoid everything to do with work. Rather ask employees about family, hobbies, personal aspirations and best of all, if he can manage a pat on the back, he’ll find that usually uninspired, quiet slogger will change instantly into someone who would happily fly to the moon at his bidding.
I can’t recall how many chief executives who have agreed with me that MBWA is the biggest contribution to internal communication and motivation any boss can make. But there have been precious few who have had the courage to put it into practice. It is a powerful tool but one of the most difficult to acquire and use properly.
