From YCDBSOYA to MBWA: What I Learned about Managing (from My Father's Tie Bar)

Most of us would agree that in every organization, the successful execution of the business mission often hinges on a leader's ability to listen, stay connected, be informed, and be proactive.

I have found two acronyms, "YCDBSOYA" and "MBWA," embody this philosophy. I came across the first as a child while sitting at my father's desk at work. I had no idea what it meant. I came to appreciate it years later.

YCDBSOYA stands for "You Can't Do Business Sitting on Your Ass." It is a straightforward reminder that passive management rarely yields positive results. It is so 1950s. The acronym emphasizes the importance of actively engaging in one's business, seeking opportunities, and tackling challenges head-on. It suggests that leaders who remain idle and disconnected from their operations are unlikely to achieve their goals.

The book "In Search of Excellence" by Tom Peters and Robert Waterman(1982) introduced the concept of Management by Walking Around (MBWA). They describe it as a way for managers to stay in touch with their employees and gain valuable insights into the day-to-day operations of their organization.

The evolution from YCDBSOYA to MBWA represents a shift from a general mindset of active engagement to a specific management technique that yields tangible benefits. Through MBWA, leaders can:

1. Build stronger relationships with employees. MBWA involves managers regularly leaving their offices and engaging with employees at all levels of the organization. Be an active listener: Give them your full attention when talking with others. Avoid distractions like your phone, maintain eye contact, and show genuine interest in what they say.

2. Identify and address issues before they escalate. Ask questions and show curiosity: Engage in conversations by asking questions and showing a desire to learn more about the other person's thoughts, experiences, and perspectives. By walking around and interacting with employees, managers can gather information, identify problems, and spot opportunities for improvement.

3. Gather valuable insights and ideas from frontline staff. MBWA helps managers build relationships with their employees, fostering a sense of trust and open communication.

4. Demonstrate a commitment to transparency and accessibility. The technique allows managers to demonstrate their commitment to their employees and their work, boosting morale, employee engagement, and productivity.

5. MBWA is not a one-time event but a continuous process that should be integrated into a manager's daily routine.

While YCDBSOYA serves as a potent reminder to avoid complacency, MBWA provides a roadmap for turning that mindset into action. Embracing the principles of YCDBSOYA and MBWA is more crucial than ever.

Leaders who prioritize active engagement and proactive management are better equipped to navigate challenges, seize opportunities, and drive their organizations forward. Leaders can create a more agile, responsive, and successful organization.

So, if you find yourself stuck behind a desk, remember:

You Can't Do Business Sitting on Your Ass.

Embrace the spirit of YCDBSOYA, put on your walking shoes, and start practicing Management by Walking Around. Your business, your employees, and your bottom line will thank you. Your relationships, personal growth, and overall well-being will thank you for it, too.

PS:

This tie bar sat on my father's desk for as long as I can remember. I don't know how he came upon it. I know he valued it enough to give it a place on his desk where he would see it daily. It was one of three "iconic" memorabilia from his desk. I'll write about the other two in future posts.

PPS:

"In Search of Excellence" has had a lasting impact on management thinking and practice, encouraging leaders to focus on their organizations' human aspects and create cultures that foster innovation, collaboration, and continuous improvement. It is based on a study of 43 of the best-run companies in America at the time. Peters and Waterman illustrate the following principles in action throughout the book.

1. Bias for Action: Excellent companies encourage a proactive approach to problem-solving and decision-making. They avoid excessive bureaucracy and analysis paralysis, fostering a culture of experimentation and risk-taking.

2. Close to the Customer: Successful organizations prioritize customer satisfaction and actively seek feedback to improve their products and services continuously. They emphasize quality, reliability, and responsiveness to customer needs.

3. Autonomy and Entrepreneurship: Top-performing companies promote innovation and creativity by empowering employees at all levels to take initiative and contribute ideas. They nurture an entrepreneurial spirit and tolerate failure as a necessary part of growth and learning.

4. Productivity Through People: Excellent organizations recognize that their employees are their most valuable asset. They invest in training, development, and creating a positive work environment that fosters engagement, loyalty, and high performance.

5. Hands-On, Value-Driven: Successful companies are guided by a clear set of core values that shape their culture and decision-making. Leaders in these organizations actively engage with employees and operations, practicing "Management by Walking Around" (MBWA) to stay connected and informed.

6. Stick to the Knitting: Excellent companies focus on what they do best and avoid over-diversifying into unrelated areas. They prioritize their core businesses and competencies, leveraging their strengths to maintain a competitive edge.

7. Simple Form, Lean Staff: Top-performing organizations maintain simple, streamlined structures with minimal layers of management. They avoid complexity and bureaucracy, fostering efficient communication and decision-making.

8. Simultaneous Loose-Tight Properties: Successful companies balance centralized control and decentralized autonomy. They provide clear guidance and expectations while empowering employees to make decisions and take ownership of their work.