Proximity gives Perspective

You Can't Fix What You Don't See: Why Effective Managers Engage Closely with Their Teams

As managers, our daily responsibilities can feel overwhelming, from guiding our teams and meeting deadlines to ensuring projects stay aligned with organizational goals. It's easy and sometimes even necessary to rely heavily on reports, status updates, or feedback from others to stay informed. However, this indirect approach can leave us with an incomplete or skewed understanding of what's truly happening within our teams. Academic research supports the idea that managers who deeply engage with their team's day-to-day operations are significantly more effective in decision-making and leadership (Mintzberg, 2009).

Understanding the Nuances of Ground-Level Work

You can't improve what you don't understand. As Henry Mintzberg emphasizes, successful managers actively balance their strategic vision with direct engagement in operational details. Spending time with your team, observing workflows, asking thoughtful questions, and listening deeply allows you to uncover underlying challenges and opportunities for improvement that might otherwise remain hidden (Edmondson & Harvey, 2017). By immersing yourself in the daily realities faced by your team, you equip yourself with authentic insights critical to effective management.

Information filtered through reports or brief updates carries biases and limitations inherent to second-hand accounts. Harvard professor Amy Edmondson (2019) highlights psychological safety as an essential factor for high-performing teams. Direct engagement builds this safety, allowing team members to openly share their concerns and ideas. This firsthand knowledge is invaluable for making strategic decisions that genuinely reflect the needs and realities of your team.

Building Trust and Strengthening Relationships

Close engagement not only enhances operational understanding it also builds trust. Teams that sense genuine managerial investment experience increased motivation, improved communication, and stronger loyalty. When employees know their managers genuinely understand their daily challenges, they're more likely to communicate openly, propose innovative solutions, and show greater commitment to organizational goals (Dirks & Ferrin, 2002).

While time pressures are real, trading some managerial tasks for consistent, engaged interactions with your team often provides a greater return on investment. A practical approach might include scheduling regular observational walkthroughs, informal one-on-one check-ins, or shadowing team members occasionally. These strategies help managers remain informed about operational realities, thus improving decision-making capabilities and creating a supportive work environment.

Initially, stepping closer to the frontline may seem time-consuming. Yet, in the long run, this investment pays off significantly. Understanding ground-level realities allows managers to anticipate problems proactively rather than reactively addressing issues after they escalate. In short, spending time to see what’s "eating your lunch" now prevents larger issues from developing later.

Conclusion

Effective leadership involves more than delegation and oversight; it requires active participation and genuine understanding of your team's daily experiences. By seeing the challenges firsthand, you not only improve operational efficiency but also empower your team, enhancing productivity and workplace satisfaction. You can't fix what you don't see and the best way to see clearly is to engage closely.

References:

Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87(4), 611–628.

Edmondson, A. C. (2019). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. Wiley.

Edmondson, A. C., & Harvey, J.-F. (2017). Extreme teaming: Lessons in complex, cross-sector leadership. Emerald Publishing Limited.

Mintzberg, H. (2009). Managing. Berrett-Koehler Publishers.