“Check, double check and check again.” This was possibly the best advice I received early in my career.
I followed through on my boss’ advice. I believe that this was the reason why it was noted on my performance evaluation that I was action-oriented and reliable without supervision.
In later years I realized that the checking, double checking and checking again advice wasn’t going to work for me or for the people I was leading.
During my very first role as a people manager, I understood that there is a fine line between being an effective leader and being a micro-manager.
Effective leaders know that they are ultimately accountable for the mandate that they have been given to deliver through the people they lead.
Micro-managers, in their zeal to produce results, get overly involved in the work of the people they lead. These managers don’t confidently delegate and set expectations. And when they do, they obsessively check, double check and check again on the work of their people, instead of letting their people, who are responsible for operations, implementation and deliverables, do the required checking.
I believe that micro-managers act the way they do mainly for the following reasons –
- The fear of failure, which leads to the need to control other people’s actions
- They don’t know how to manage any other way
- They have an “agenda,” a personal need they want to fulfill
Here are 3 tips on how managers can avoid micro-managing, or can take to stop micro-managing and 3 tips on how employees can avoid being micro-managed.
The fear of failure and the need to control
For the manager –
- Gain clarity on the mandate you’ve been given. This means –
- Identify the resources required – hire the right, competent people, ask for budgets
- Set realistic expectations with your senior leadership and the people you lead on deliverables
- Establish a formal schedule of checkpoints and accountabilities
For those being managed –
- Communicate confidentially with your manager to uncover the root cause of the fear of failure. This means –
- Reassure your manager of your commitment and that you have his/her back
- Mutually agree on how you will be accountable
Not knowing how to manage any other way
For the manager –
- Be courageous. Take feedback from your people and other managers seriously and seek ways to improve the situation. This means –
- Seeking mentorship and coaching from experienced, respected professionals you trust and who can help you to develop an effective leadership style.
- Open communication in a dedicated forum (e.g. team meeting, off-site retreat) to discuss the mandated goals of the team and how team members will be empowered, engaged and held accountable.
For those being managed –
- Reduce your manager’s need to micro-manage. This means –
- Proactively support your manager by honouring reporting commitments
- Avoid surprises by forewarning your manager of possible delays and problems, and coming with suggestions for precautionary, preventive or risk reduction actions
The personal agenda or need the manager wants to fulfill
For the manager –
- Empowerment and accountability are essential for leadership success, regardless of what your personal agenda or motivation may be. Remember –
- The mark of a great leader is the capacity to inspire and work with and through other people to achieve goals.
For those being managed –
- Find a way to see your manager’s “big picture” of what he or she is working towards. Observe and ask yourself a few questions –
- What’s his or her motivation?
- Who does he or she network with?
- What’s his/her vision of the future role of the department or his/her leadership?
Important considerations
Managing people is not for everybody. Managers who find it difficult to delegate and are caught in the micro-management trap should consider alternative leadership roles, such as an internal consultant, technical expert or advisor, and make an outstanding contribution to corporate objectives.
Moving on is an option for employees who are being micro-managed. If excessive time and effort have to be invested in trying to understand and work with a micro-manager to the detriment of job satisfaction, engagement and optimal performance, the employee should decide whether to stay or to leave.
See the BIG picture. Focus on what’s important.
theBIGpicture Camille 