The value of a "10-minute cup of coffee"

By William C. Copacino -- Logistics Management, 5/1/1999

Much has been written about the potential for management to become isolated from customers and employees. This phenomenon often occurs not just within top management, but also within middle management.

I've seen this isolation phenomenon in many companies. The symptoms are quite apparent: Managers spend a great deal of time talking to themselves and studying operating numbers. They spend precious little time with customers or with employees, trying to understand the fabric of the business. And when they do spend time with them, they often do not probe deeply into needs, concerns, and opportunities. This phenomenon, often referred to as being "internally focused," can be tremendously insidious.

Although the need for understanding and spending time with customers has been well documented, I find few logistics managers spending time in the field. The benefits of doing so are clear. A visit with your counterparts at customers' distribution centers, for example, not only builds relationships that can prove useful when problems arise, but also uncovers numerous opportunities to enhance your performance and deepen your company's linkage with those customers.

Many managers also miss the opportunity to connect internally. I have found that much can be learned by walking around and engaging in discussions with employees of all levels. This shockingly simple yet powerful approach is consistently underused. That's unfortunate, because everyone in an organization has a unique view of its operations. You can benefit enormously by understanding those views and implementing some of what you learn.

There are many ways to connect with and understand employee perspectives. Some companies have found formal sessions in which senior managers solicit ideas from employees to be very useful. These can be run either as focus groups or as structured discussions.

Managers also should exploit every opportunity to gather organizational knowledge from employees. Some successful managers collect employees' opinions by what often is referred to as "managing by walking around" or the "10-minute cup of coffee." They may, for example, pop into employees' offices and solicit their opinions. Or at lunch or when they grab a cup of coffee, they "mix with the troops" and solicit their input.

Rather than talk about the latest game, you can solicit employees' ideas by asking questions like: What are you working on? How's it going? What's good about our organization? What could be better? How could we better serve our customers or improve our processes? What do you think we should be doing differently?

You'll need to encourage people to give you honest answers. But if you institutionalize this approach as part of your management style, you'll be amazed at how much you learn. Furthermore, you will lift the morale of your employees, who will feel that their opinions are valued.

You'll be surprised at how valuable a "10-minute cup of coffee" together with a brief conversation with an employee can be. It will make you a more effective manager.

William C. Copacino is managing partner of Andersen Consulting's Strategic Services Practice for the Americas. A frequent speaker before business and professional groups, Mr. Copacino has a number of publications to his credit. He is based in Andersen Consulting's Boston office, 100 William St., Wellesley, MA 02181. Phone (617) 454-4480.