Micromanagement? Avoid the Trap...
“Pull the string and I'll wink at you, I'm your puppet
I'll do funny things if you want me to, I'm your puppet”
Lyrics from I’m Your Puppet by Elton John, Paul Young
(Link to video)
What is micromanagement? The definition by Merriam-Webster is “to manage especially with excessive control or attention to details.” According to Harry E. Chambers, it is one of the most widely condemned managerial sins and one of the most common employee complaints. Simplified, it is the thinking that if I want it done right, I have to do it myself.
What are the effects? Among other things, it contributes to low morale, high turnover, inefficiency, instability, and lack of continuity in an organization. In a Trinity Solutions survey, 79% of respondents revealed that they had or were currently experiencing micromanagement in the workplace, while a staggering 69% had considered changing jobs.
Why do people micromanage? Andy Chan provides an excellent summary: “Often, it is an unconscious behavioral pattern and it is similar across different industries. Typically, it is the convergence between an operational and informational focus—both being at an unhealthy level.” Simply put, micromanagers want information and they want to operate!
What steps can a leader take not to micromanage?
Let’s start to address this question by looking at the motivation. Micromanagers by enlarge are not doing so to torture those around them and cause the adverse effects mentioned above. They are generally well-intentioned:
They want to assist in a time of crisis.
They want to be a hands-on manager.
They want to provide their attention to detail
They want to ensure the timely completion of a task
They want to control spending when budgets are tight.
THESE ARE THE STEPS you as a leader can take to not fall into the trap of micromanaging:
1. Understand your intention(s): Maybe use the above list and ask yourself what drives you as a leader when working on a tactical level with your team? With that understanding, you can begin to be more deliberate: e.g., purposely focus on the main headlines to avoid any discussion about details. Or set a spending budget, share ideas on how to prioritize, and let the team figure out the rest.
2. Hire the right people: Surround yourself with a team that you trust. And where that is not a possibility work intentionally with your team to develop mutual trust.
3. Accept errors: Everyone makes mistakes (even you as a leader), accept them as part of the learning and coaching process. Work with your team on how to avoid repeating them.
4. Set clear goals: Goals are expectations of the intended outcome, and they leave the door open for the exact path towards achieving them. Figuring out the path is the responsibility of your team. Goals can cover e.g. deliverables, timeline, budget, and quality, any aspect that you run the risk of micromanaging.
5. Physically remove yourself from the team: Travel, work from home, take a day off, … and leave behind an explicit statement of trust (e.g., “you make the decision and communicate it”). This creates a favorable situation and symbolizes empowerment as you are not looming next door.
6. Create Transparency: If you start micromanaging because you do not have access to details, make sure that the process or project is transparent, and the details are available, … to you and everyone else.
7. Leave your comfort zone: This may not be easy but giving your team more responsibility than you are comfortable with leads to creative, cohesive teams. It is as much a benefit for the team as it is for you and your development.
8. And finally, … think about the flipside: You are also reporting to someone! What annoys you or turns you off, is likely to turn off those around you. Lead others as you would like to be led!
Andy Chan closes his article out: “Rather than have the team adapt to the micromanager by managing up, leaders should be creating the optimum environment for the team to function. After all, one leader cannot do everything, regardless of how micromanagers think. There needs to be reliance and trust on the team. In an era of employees pursuing self-actualization, purpose, and engagement, micromanaging becomes a surefire way to have capable, talented individuals head for a desk at a rival competitor’s office.”
Reach out if you want to find out how Interim or Fractional Sales Leadership can help your journey.
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Andy Chan – When Do We Micromanage People?
Harry E. Chambers – My Way or the Highway: The Micromanagement Survival Guide
Devin Mercier – Are you a micromanager? 4 bad habits and how to improve
Chris Leitch - The Devastating Effects of Micromanagement