Management by Wandering Around

One of the lessons I learned during my years in the Army and later in business is that leadership doesn’t just happen in offices and conference rooms. Some of the most valuable insights come from simply walking around, being present, and listening.

There’s even a name for it — Management by Wandering Around (MBWA). It sounds casual, but it’s a proven approach that strengthens organizations by keeping leaders connected to the people and processes that make things run.

In the context of Big Canoe, our General Manager (GM) reports directly to the Board. The GM has an enormous responsibility — overseeing day-to-day operations, managing staff, and making sure our amenities, facilities, and infrastructure are run well for all property owners.

📊 Reports, financial statements, and manager briefings are important tools, but they don’t tell the full story. By simply walking the property, checking in with employees, or sharing a meal with property owners, the GM can gather valuable perspective that no spreadsheet could ever provide.

🍴 Lunch at the Clubhouse or Duffers

Imagine this: the GM has lunch at the Clubhouse or Duffers a couple of times a week. Some days it’s just enjoying a sandwich in the dining room, other days it’s a chance to talk casually with residents about their experiences.

These aren’t formal “town halls” or scheduled Q&A sessions — just everyday opportunities to listen, connect, and be visible. Conversations can range from how last night’s dinner special was received to broader questions about amenity access or long-range plans. The casual setting keeps the dialogue natural, and people often share their best insights when the conversation isn’t forced.

🎾 Random Visits to Amenities

But MBWA shouldn’t stop at the dining table. Another powerful tool is the occasional unannounced visit to one of our amenities.

A morning stop at the Wellness Center, chatting with members finishing a workout.
An afternoon walk-through at the Marina during peak boat rentals.
A quick swing by the Racquet Club or even riding along with Public Safety.

The key is variety and surprise. By rotating through amenities and showing up at different times, the GM gets a true sense of how things operate — not just when everyone knows a visit is scheduled. It also sends a clear signal to staff that every corner of Big Canoe matters, from the golf course to the trails to the maintenance shop.

👥 A Role for the Board, Too

While MBWA is especially important for the GM, I also believe Board members should be encouraged to practice a version of it as well.

Not in the sense of supervising staff — that is the GM’s responsibility — but in the sense of being available and approachable to property owners. A Board that listens casually, outside of formal meetings and PowerPoints, will better understand the concerns and ideas of the community.

That might mean a Director grabbing coffee at the Clubhouse and chatting with neighbors, stopping by Duffers after golf, or attending a wellness class or community event simply to connect. These small, informal touchpoints go a long way in closing the gap between “the Board” and “the property owners.”

It’s not about evaluation or oversight — it’s about accessibility, visibility, and building trust.

🌟 The Benefits

Better insight into staff and operations. Quick walk-throughs reveal successes and challenges that reports can miss.
Improved communication with property owners. People share more openly in casual, natural conversations.
A stronger sense of accountability. Staff and managers know leadership is present and engaged.
A healthier community culture. Visibility builds trust and reduces the distance between “the POA” and the people it serves.

✅ My Vision

Of course, MBWA isn’t about micromanaging. The Board sets policy. The GM executes. Walking around isn’t about looking over shoulders — it’s about building relationships, reinforcing accountability, and making sure leadership stays grounded in the day-to-day experience of Big Canoe.

As I think about our community’s future, I believe this style of leadership can help bridge gaps. It keeps the GM connected to staff, makes the POA more approachable for residents, and ultimately builds a stronger, more transparent organization.

At the end of the day, Big Canoe is not just a place we live — it’s a community we share. And strong communities thrive when leaders are visible, approachable, and willing to listen.