The simple wisdom of go-and-see management practice

Some managers often expect their subordinates to deal with a problem. However, if the problem keeps recurring or takes too long to be resolved, it’s a sign that the manager needs to get involved at a deeper, detailed level by going to survey the situation in person. 

Many companies manage outsourced functions to improve operational efficiency. This sometimes calls for managers’ special attention, especially for any non-routine task. One example is when a company hires a shipping agent for import clearance. When the first shipment of a new product arrives at the quayside, a company manager might be present together with the outsourced shipping agent to ensure the Customs clearing process is properly handled. This will help ensure the work is completed on time, with a responsible person from the company able to take any decisions that may be needed to expedite matters.  

The benefits of go-and-see practice also include:

_ The opportunity to meet with people. By going to the site, one has the chance to talk to people in the field and get the facts directly, without key information going missing in the chain of command. Moreover, managers can clarify doubts by asking questions to obtain clear answers.

_ Improvement in morale. When a boss visits the “frontline”, the troops are assured they are not being overlooked by headquarters. This can apply in several circumstances. For example, a sales supervisor visiting her sales team upcountry; a managing director from the Bangkok head office visiting factories on the eastern seaboard; the president of Asia operations visiting facilities in Southeast Asia at least once a year; and so on.

_ Exchanging ideas. Being at the workplace with operational team members can be a good opportunity to share opinions and comments on issues so that action to resolve them can be taken quickly. Longstanding and difficult-to-resolve problems can be disclosed, with the aim of finding an effective solution with the help of the manager and good ideas.  

_ Enhancing the effectiveness of communication. Face-to-face communication can be especially important in certain cultures. It may therefore be important for a manager to visit the company’s operations overseas so as to get to know staff there, to create a communication network, and to keep up-to-date with working conditions, employee satisfaction, and so on. 

 

Practising the “go and see by yourself” approach can be beneficial not only for the manager in question but also the overall performance of the company. This can apply to both frontline and back-office operations. A plant controller should visit the shop floor regularly to understand operations and production better. A maintenance engineer needs to see the broken-down machine with his own eyes to understand why the malfunction happened and how to fix it. Production supervisors have to go and see the production line from time to time to ensure that production is running efficiently. The warehouse manager has to personally check that raw materials and finished products are being received, handled and placed in the right locations. There is still a slew of situations that require a personal touch from managers. Those higher up the chain of command cannot really understand the business situation solely from reports.   

It is important to stress, however, that visits by managers do not have to be formal. A trip to a remote working location can include informal sessions that allow members of both teams to get together so that everyone can share their opinions, feelings and ideas on what needs to be improved and how to do it. This can be termed cross-cultural management, for a company that has invested in other countries. Implementing a go-and-see approach can dramatically improve the performance of both individuals and the company Let’s go and see the facts by ourselves.

 

Yanyong Thammatucharee is senior vice president for Accounting and Finance at Central Marketing Group.