Micromanagement

Earlier this month we ran a strategy day where leadership styles were highlighted in the activities we were running. Some leaders took control of the situation and directed all the traffic… obviously keen to get their desired outcome. Others facilitated and took ideas from their team members, getting them to have their input in to the direction of their department. Another leader chose to step out, take a couple of calls and let the team take full responsibility for their desired direction. Which of these styles resonate with you as a leader? Are you the micromanagement specialist?

Show me one person who enjoys being told what to do, especially if it’s not their preferred way to get it done. “I want you to do this, do it this way and have it back to me tonight so I can fix up any errors before I send it off “… I’ve heard this so often and it’s so yesterday’s way. The Ultimate Business Strategy is to have team members feel empowered to make more quality decisions and take responsibility for activities… ultimately being accountable for their actions.   


Providing the space for team members to climb their own hill, feel empowered to take proactive steps to get results, and own their actions and outcomes through accountability... will give them a feeling that they are important, that you trust them and they are an integral part of the business growth plan.

Providing the space for team members to climb their own hill, feel empowered to take proactive steps to get results, and own their actions and outcomes through accountability… will give them a feeling that they are important, that you trust them and they are an integral part of the business growth plan.

So how do we get out of our own way to prevent the micromanagement trap? Here are some simple and powerful tips:

  • You can still have ultimate control 
    Stepping back and having others take on projects and activities can be a challenge if you need to be in control of everything. You can let go and have others take ownership, yet still retain ultimate responsibility for final sign off for the project. Give up control and maintain control at the same time.     

  • Let the kids play = Building trust 
    We employ people with specialist skills to add value in areas we are currently deficient. We then train them and ask them to complete tasks… openly acknowledging them  for positive results and taking a “we learn” approach when things don’t go so well. Giving up control will speed up this building of trust and improve the decision making process.         

  • You aren’t the holder of all knowledge    
    How do we learn what people are capable of if we don’t let them show us. Up front, set out clear expectations for what you are looking to achieve and why it matters…then get out of their way and back their ability to deliver. You can support them along the way and also learn what knowledge they have to compliment yours. 

Team members want leaders & owners to trust them enough to give them some direction and let them get on with their jobs….not to feel they are constantly being scrutinised. This trust is built over time and can be a super powerful tool for developing a trust culture. 

Forward this to those you believe will benefit from reading it. If you feel this will help getting the best result for you and your teams… let’s chat about how we may be able to help.

Cheers
Paul Farmer
Managing Director
http://www.mentorisgroup.com.au