Microwave ovens are efficient.
Micro-managers not so much. Micromanagement is a bottleneck. While micromanaging is present everyone waits.
Micromanaging underutilized resources and because it is so frustrating, it drives away the most capable.
If you are leading such that your people find forgiveness is easier to get than permission, expect to clean up some messes. Nothing happening is a problem. So is rogue activity.
Before anything happens, there must be a decision. If there are too many decisions extant, some will be delayed or even forgotten. A defense:
You don’t have to make the decision, just begin the process.
Delegation requires proper technique. Many micro-managers have tried before, failed, and given up. Keeping decisions and information to yourself is debilitating for the organization. In that mode, managers prevent people from growing.
- Delegate to people you trust to be able to carry out the task. If you don’t trust them, they should not be there. If you don’t train them, and give them an opportunity to do things, you build your own reason to not trust them. Not smart.
- Delegate outcomes not methods. You can’t know the best way for other people. Most people will surprise you.
- Commit to them. Allocate resources to make it happen. Money obviously. Technical support people sometimes.
- Time always matters. The nature of decisions is to choose. You cannot delegate a 40-hour a week job to someone and expect their normal job to be done in the same time space. You can’t spend the same hour twice.
Support as needed with prompt responses. If you are aloof, people won’t ask for help or guidance until it is too late. Your loss. Your support is not to find flaws.
Powerful managers make decisions sooner.
Earlier decisions allow others to get busy.
They have another characteristic. People know there may be more to learn and don’t treat them as edicts. The best decisions evolve and edicts don’t. People don’t learn much when, upon learning more, there is no room to move.
Powerful managers can and do explain their reasoning.
That helps others to know the limits of the decision and to notice variances. Evolution requires something to compare to.
Best managers do nothing
Best managers get results by empowering others. By building teams. By allocating resources where they have the best chance to be productive.
You can tell the best. They take less credit for success and accept more blame for the inevitable errors. A high ego manager is an insecure manager.
Don Shaughnessy arranges life insurance for people who understand the value of a life insured estate. He can be reached at The Protectors Group, a large insurance, employee benefits, and investment agency in Peterborough, Ontario.
In previous careers, he has been a partner in a large international public accounting firm, CEO of a software start-up, a partner in an energy management system importer, and briefly in the restaurant business.
Please be in touch if I can help you. email@example.com 866-285-7772