WHAT GOT YOU HERE CAN'T TAKE YOU ANY FURTHER
Sometimes improving your brand means taking a good look in the mirror and changing your behavior for your own good and the good of your team.
As an executive coach, I work with clients struggling with their own tendency toward micro-managing their teams and those who suffer from being micromanaged. On both sides of the equation there are negative implications for stress levels, productivity and ultimately team and individual success. The good news is that micromanagement is a diagnosis that can be cured with honest self-assessment, courage and a willingness to change.
A client of mine, Frank, is a competitive fun-loving go-getter and loves center stage. He was hailed as a hero for the results he produced as an independent player. He rose quickly through the ranks and soon found himself managing a global division with 30+ people reporting to him. It wasn’t long, however, before the same work habits that brought his career this far were threatening to end it.
Frank was trying to impose his own 24/7, highly structured and highly assertive style onto his team members. He insisted that tasks be approached one way: his way. He was also not used to sharing the praise for success. That was a big problem in a collaborative culture where others earned and expected shared recognition and did not need or want to be micromanaged.
In the course of working with Frank, I suggested he read “Emotional Intelligence” by Daniel Goleman. Once he understood why his way wasn’t working, he reluctantly relinquished power to team members, allowed them to work in their natural style and even started sharing the spotlight.
Frank’s story is a testament to his courage to change and willingness to evolve. It wasn’t easy. Micromanaging was more comfortable for him. However, he was able to admit that his approach was flawed and had the maturity to make some pretty radical changes. Now, 16 months later, people are waiting in line to work for him rather than rushing for the door.
Take a good look in the mirror
Frank’s story in not uncommon. As you move up the corporate ranks, chances are, your management style needs to evolve. Micromanaging is not an acceptable leadership trait. It debilitates employees and crushes innovation. And today, any team that stops innovating won’t be around very long. Also, if you are micromanaging, you’re inability to delegate puts you at risk of burn out.
Obviously, different team members require different levels for supervision, but experts agree that micromanaging behavior is typically more about the manager than the person being managed. To explore whether or not you have micromanaging tendencies, ask yourself these questions:
- After assigning a task to a team member, do you give them detailed instructions about how to approach the project?
- Are you comfortable with a team member taking a different approach toward the same outcome?
- How often do you seek project updates?
- Down to what level are you screening correspondence to and from your team? Must everything go through you first?
- Do you ever decide that it’s easier to implement an operational task yourself than to coach a team member through completing it?
RECOVERING MICROMANAGERS
A tendency toward micromanagement is not uncommon when you are promoted into managing team members now doing the same jobs you have done in the past. Here are some tips to avoid some classic pitfalls:
- Stop judging direct reports based on your past performance. There is more than one way to approach a task and still achieve the same outcome - maybe even a better one.
- Consider the bigger picture and benefits of combining different styles. Two heads are better than one and there’s a reason that brainstorming works: new perspectives can improve and build on an initial idea or approach.
- Hold team members accountable to a measurable standard. Let go of how they get there.
- Seek continuous feedback. The best way to understand the impact of your management style is to ask for and listen to feedback from your direct reports, colleagues and managers.
- Investigate the reasons for your behavior. Anyone who has ever been micromanaged will tell you this: it’s more about the manager’s needs than the team member’s performance. Look at what’s driving your desire to micromanage. Is it fear? Is it a lack of trust in anyone’s ability but your own? Coaching can help you sort these issues out rather than take them out on your team.
- Be willing to evolve your ‘best self.’ Some managers resist change under the guise of, “That’s just not me.” You are your strengths, values and character. Let your beliefs about the right way to approach a team or a task evolve. You’ll still be you, just a more enlightened and effective version.
- Acknowledge others’ successes. Micromanagers can become so busy trying to control their teams’ behaviors that they miss the moments when a team or team member really shines. Look for these opportunities and be quick to hand out the well-deserved praise.
BE PROACTIVE WITH YOUR REPORTS
To make your work more enjoyable in addition to getting what you need from your reports, you must invest time, honor differences and demonstrate trust. Discover what drives your people and partner with them individually. Set up a private meeting to ask:
- Moving into 2012, what do you need from me to be successful?
- How do I give you direction where it doesn’t look like I am micromanaging you?
- How do I give you tough feedback if I feel you’re not meeting the expectations of the role?
- What should I be aware of doing that might frustrate or demotivate you?
- How do we keep each other accountable to our partnership?
Yours in self-awareness,
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