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Revive an Old Leadership Practice to Energize Your Team—and Yourself


By Mike Mears

Executives I’ve polled tell me they spend about 85% of their day in meetings and emails. This leaves little time for meaningful, two-way communication that builds trust and unlocks innovation. The result? Most leadership interaction becomes one-way—directives, updates, and reports.


But there’s an old remedy that’s surprisingly effective: Management by Wandering Around (MBWA). Unlike meetings and emails, MBWA fosters spontaneous, two-way conversations that help leaders connect with their teams on a deeper level. Let’s explore why it works and how to implement it effectively.


What MBWA Is


Developed by Hewlett-Packard executives in the 1970s, MBWA was designed to increase interaction between senior management and employees. It became a popular concept because it allowed leaders to communicate values, understand ground-level implementation, and, most importantly, build relationships and connections.


The hidden power of wandering


  1. Early Warning
    MBWA gives leaders direct insight. It offers a real-time glimpse of morale or potential problems, like employees considering leaving, before they escalate.

  2. Sparks Innovation
    Asking questions such as, “What are you working on?” or “What would you recommend?” can spark fresh ideas and uncover better ways of doing things.

  3. Psychological Safety
    Even a brief face-to-face interaction with a senior leader can reduce unconscious fears and make employees feel more comfortable and valued.

  4. A Symbolic Act
    When employees share that they’ve talked with the boss, it sends a message: the boss is approachable, curious, and genuinely interested in their team.

A Failure at CIA


On his first day as a new boss, a CIA colleague named John D. wandered around to greet and chat with employees. On day two, he noticed a woman passing another a five-dollar bill. Curious, John asked about the bet, and after some banter to put them at ease, they admitted that their previous boss wandered around on his first day and then disappeared for good. The bet was whether John would also be a one-time wanderer.


Three Common Pitfalls:
  1. Don’t Make it About You: Focus on the employee—this is their time to share and be heard.

  2. Avoid Problem-Solving Mode: Sometimes, just listening is more valuable than offering immediate solutions. Avoid telling employees what to do.

  3. Don’t Rush or Seem Distracted: Full engagement during a brief MBWA interaction is crucial. A distracted boss can cause more harm than good.

Tip: Proven management techniques like MBWA only work when done consistently and authentically.

How to Do It


Wandering around isn’t enough—the walk should be intentional.

Kick-off with a Pre-Announcement
Let your team know that you’re going to begin MBWA. This will pre-warn subordinate managers and help you commit to actually doing it.

Changing your habit
Pre-accounting publicizes your intent, which helps break habits. After the announcement, you have more accountability to do it. Use your calendar to block time to wander—the visual cue helps you do it.

Once you’re up and moving, approach an employee casually, start with an icebreaker, and stay engaged. Close the interaction on a positive note, reinforcing your support.

Tip: Look for opportunities to comment on something personal, like a sports team pennant or family photo. These small gestures help make a significant connection.

Simple Questions to Ask


Managers become better leaders when they break away from their desks. But if you're not sure how to start a conversation, here are a few simple questions:

  • “Hi, I’m [your name], what’s your name?”

  • “And what do you do?”

  • “How’s your week going? Any wins or challenges?”

For deeper connection, add:

  • “What’s one thing you’ve enjoyed working on recently?”

  • “Is there anything I can do to help make your work easier?”

Tip: Many of these questions are open-ended, which allows for a richer dialogue.

Why it Works


When faced with uncertainty, people tend to cling to the status quo. This happens when employees don’t know what to expect from a new leader, a looming change, or shifting priorities. Innovation slows, decision-making stalls and rumors fill the void a lack of communication leaves.

Traditional one-way communication falls short in addressing employee uncertainties. MBWA can help by providing face-to-face interaction, giving employees a sense of inclusion and certainty. Neuroscience tells us that inclusion activates brain regions tied to trust and safety, reducing stress and increasing comfort.

Tip: The higher you are in the organizational hierarchy, the more impactful MBWA becomes. Senior leaders can make a broader impression by engaging with groups. For example, one Assistant Secretary at the State Department seizes opportunities to speak to gatherings of subordinates. After brief remarks, she steps into the crowd for a Q&A, and after answering a question, she asks, “How do you feel about that answer?” This simple follow-up sparks deeper dialogue in front of hundreds, amplifying connection and trust. I saw Jack Welch do the same when I worked at GE.

In Closing


MBWA isn’t wandering aimlessly but engaging thoughtfully. Ask questions, listen closely, and focus on building connections. Executives often learn more about their people during these casual, meaningful conversations than in meetings.

Management by Wandering Around isn’t just walking; it’s talking, listening, and building trust.



        About the Author

Mike Mears started and ran the CIA Leadership Academy and retired as CIA’s Chief of HR. His upcoming book is CERTAINTY: How Great Bosses Can Change Minds and Drive Innovation. He graduated from West Point and Harvard Business School.


 


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