MBWA as a successful CEO management strategy

There’s a clear link between the challenge of getting employees back to the office and the power of MBWA.

I recently read an article in The Economist about Management by Walking Around (MBWA), and it sparked a thought: there’s a clear link between the challenge of getting employees back to the office and the power of MBWA. Since the pandemic, remote and hybrid work has become the norm. Many large employers are making headlines by urging staff to return, citing the need for greater collaboration, creativity, and mentorship.

At the same time, CEOs and executives are busier than ever, often buried in meetings, reports, and strategy sessions, which can distance them from the employees who drive the company forward. This is where MBWA comes in.

MBWA, one of the most effective yet underutilized leadership strategies, encourages leaders to leave their desks, engage with employees, and foster a culture of trust, innovation, and connection. With companies pushing for a return to the office, there has never been a better moment for leaders to feel their presence—not just through policies but through genuine, face-to-face interactions reinforcing the value of in-person work.

If we want employees to return, leaders must show them why the office matters—by being there, walking around, and leading by example. There has never been a better time for leaders to step away from their desks and engage directly with their teams.

The Essence of Management by Walking Around

Management by walking around is a concept that has been around for decades, but it remains as relevant today as ever. The principle is straightforward: leaders take the time to leave their offices, walk through the workplace, and engage in informal conversations with employees. The goal is to observe, interact, understand concerns, and offer support. This practice fosters a culture of openness, trust, and engagement within the organization.

Why It Matters More Than Ever

1. The Return to the Office Challenge

With the shift towards hybrid work and the ongoing debate about returning to the office, many employees are reluctant to give up the flexibility they have enjoyed. However, companies are emphasizing the benefits of in-person collaboration, creativity, and culture-building. For this transition to be successful, employees must feel that returning to the office is worthwhile. Seeing and interacting with leadership in person can make a significant difference.

A CEO who actively walks around the office demonstrates a commitment to the team, making employees feel valued and reinforcing that in-office work is more than just policies—it’s about connection and shared purpose.

2. Employees Crave Recognition and Motivation

A significant advantage of MBWA is its impact on employee morale. Employees appreciate their leaders’ attention. A simple greeting, a few minutes of casual conversation, or recognizing an individual’s hard work can immensely motivate. When employees feel seen and heard, their engagement and productivity rise.

A Gallup study found that employees who receive regular recognition are more productive, have higher job satisfaction, and are less likely to leave their jobs. Leaders can boost motivation and retention by walking around and acknowledging employees personally.

3. Building Trust and Transparency

Leadership is not just about decision-making at the top—it’s about trust. Employees want to work for leaders who are approachable and transparent. A regular presence in the office, engagement in informal conversations, and genuine interest in employees’ work foster a sense of trust. It breaks down hierarchical barriers and makes employees feel more comfortable sharing their ideas and concerns.

Trust is a two-way street. When employees trust leadership, they are more likely to embrace change, contribute new ideas, and stay committed to the company’s mission.

The Four Advantages of Regular CEO Visits

1. Strengthening Company Culture

Company culture isn’t built in the boardroom; it thrives on the ground, where employees collaborate, innovate, and problem-solve. By walking around, CEOs reinforce the company’s values in everyday interactions. They can see firsthand whether the organization’s mission and vision are reflected in day-to-day operations.

2. Identifying Problems Early

Walking around allows leaders to spot potential issues before they escalate. Whether it’s an operational inefficiency, a brewing conflict, or declining team morale, these problems are easier to address when identified early. Leaders who rely solely on reports and meetings often miss the subtle dynamics that can significantly impact the company’s performance.

3. Encouraging Innovation and Idea Sharing

Some of the best ideas come from spontaneous conversations rather than structured meetings. When CEOs interact with employees at different levels, they create an environment where ideas can flow freely. Employees are more likely to share insights when they feel their opinions are valued.

4. Leading by Example

Employees take cues from leadership. Employees will be more likely to mirror that engagement if a CEO is visible, engaged, and interested in the company’s daily operations. Leadership presence fosters a culture of collaboration and involvement, making the workplace more dynamic and productive.

How can MBWA fit into your busy agenda? By making It a Leadership Priority

One of the biggest challenges CEOs face is time. With demanding schedules, it’s easy to relegate MBWA to the bottom of the priority list. However, the benefits clarify that this practice should be integral to leadership, not an afterthought. Here’s how leaders can incorporate it effectively:

1. Schedule Walking Time – Block out time on the calendar specifically for walking around and engaging with employees.
2. Be Genuine – Engage in authentic conversations, show curiosity, and listen actively. Authenticity builds trust. Engage in real, unscripted conversations, show curiosity about employees’ work, and actively listen. Ask open-ended questions, acknowledge their contributions, and show genuine interest in their challenges and successes.

3. Be Present and Approachable –Make yourself visible and accessible. Walk around the office, join team discussions, and create spaces where employees feel comfortable sharing thoughts and concerns. Your presence should invite conversation, not intimidation.
4. Encourage Two-Way -Communication –Move beyond top-down messaging. Foster a culture where employees feel safe to voice opinions and ideas. Regularly ask for feedback—whether through informal chats, structured town halls, or anonymous surveys—and act on it.By engaging in authentic, two-way conversations, leaders can build stronger relationships with employees, boost morale, and create a more connected workplace.
5. Recognize and Appreciate Contributions – People feel valued when their work is acknowledged. Celebrate small and big wins, give credit where it’s due, and express appreciation for employees’ efforts. Recognition strengthens engagement and loyalty.
6. Follow Up on Conversations –Engagement isn’t just about listening—it’s about action. If employees share concerns or ideas, follow up and demonstrate that their input matters. This shows that dialogue leads to meaningful change, reinforcing a culture of trust and collaboration.

Encourage Other Leaders to Do the Same – Senior managers should adopt MBWA to create a culture of engagement.