Napoleon and the Gemba Walk

History is full of fascinating figures. Their leadership styles, from triumphs to failures, offer valuable insights, even for today's workplace. Ridley Scott's recent film "Napoleon" offers one such lesson.

In a pivotal scene, Napoleon doesn't remain aloof but stands by the road as his soldiers march by. He randomly selects a soldier, proclaims him a "hero of the empire,” and pins a medal on his chest. Cheers erupt, and the company's morale visibly lifts. He does this to each company as it marches by him with the same results.

While we may debate Napoleon's overall aims, his actions provide a lesson for modern leaders. Too often, managers remain distant, ensconced in their offices, unaware of what's happening on the ground floor. Yet, being present and recognizing the contributions of those who work for you has immense power.

Napoleon's actions weren't necessarily about identifying true heroism but about morale and visibility. He connected, showed he cared, and was seen paying attention. This resonates across centuries and into the modern business world.

A contemporary management practice directly mirrors Napoleon's approach: the Gemba Walk. From the Japanese for "the real place," it involves leaders spending time on the 'shop floor.' This isn't about fault-finding. It's about observing, asking questions, and identifying where leaders can help improve processes.

So why should managers do their version of a Gemba Walk? First, it shows you’re involved and that you care, which can make a big difference in how employees feel about their jobs. It’s a chance to see your team's real challenges and successes beyond what reports and meetings can tell you.

Doing this can help find better ways to do things and improve the workplace for everyone. But perhaps most importantly, it builds trust and a stronger relationship between managers and their teams. Employees feel valued when their leaders take the time to understand their work and recognize their efforts. It’s about seeing and improving the process rather than pointing out mistakes.

While we might not hand out medals, take time to leave your desk. Witness the work, offer genuine praise, and be open to suggestions. This shared ownership of processes fosters better work and a more positive culture overall.? History, unfortunately, offers examples of the risks when leaders lack this connection:

CEOs who don’t know their platform's basic workings from a user's perspective need a Gemba Walk.? If you don’t try your customer-facing processes, you are disconnected from the user experience.? I would love to see CEOs of large cable, pharmacy chains, and phone providers have to navigate the phone-tree hell that their companies make customers go through.? CEOs should enjoy the frustrations of being unable to resolve a problem because they cannot get a live individual on the phone.? That would probably be a “Gemba Dial.”?

In contrast, companies like Amazon demonstrate the value of leaders actively seeking process-level knowledge.? Jeff Bezos famously requires managers to work stints in customer service, ensuring they directly understand those vital touchpoints. This firsthand experience helps leaders make more informed decisions and cultivates empathy for employees.

At Morehouse, the leadership team believes in active engagement rather than passive recognition. We don't distribute medals for accomplishments but emphasize practical, hands-on involvement with our teams and processes. The concept of Gemba Walks aligns with our core values: Promote a Positive Customer Experience, Raise the Standard, and Trust the Team. These walks allow our senior leadership team to directly observe calibration labs, test new products, and interact with designers.

By witnessing calibrations and product tests firsthand, leaders can better understand our teams' challenges and successes. This knowledge helps them make informed decisions that enhance customer service quality. Observing the day-to-day operations and engaging with the workforce allows leaders to identify areas for improvement directly. This hands-on approach ensures that our standards evolve to meet and exceed industry benchmarks. Leaders demonstrate their trust in the team's expertise and dedication by actively participating in the workflow and communicating with team members. This trust fosters a supportive work environment where employees feel valued and motivated.

The involvement of our managers in these activities underscores the importance of leadership visibility, continuous improvement, and a strong, trust-based relationship between management and staff. It's not just about observing; it's about actively engaging with and understanding the processes that drive our success. This approach enhances operational efficiency and builds a positive and productive workplace culture.

Leaders can inspire their teams, improve operations, and build a positive, productive workplace culture by stepping out from behind the desk and into the heart of where the work happens. Let's not keep this powerful leadership lesson a secret.

While we might not hand out medals, take time to leave your desk. Witness the work, offer genuine praise, and be open to suggestions. This shared ownership of processes fosters better work and a more positive culture overall.

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