I Only Micromanage Those Who Need It

If you cannot already tell, one of the key aspects of my management style is to create a plan and various sets of protocol, communicate that plan until I am sure it is clearly understood, set my team free to implement that plan and watch it unfold from the proverbial 30,000 feet. One of my goals that I am most passionate about is to micromanage as infrequently as possible.

However unfortunate, micromanagement is part of the gig in certain circumstances. When it is the last week of a month and targets are on the line, you as the leader need to make sure your personnel are on point. When you dig into the details of their day to day you tend to see the same trends repeat themselves month after month. Predictably so, your highest performers have executed almost entirely to plan while others continue to “beat to their own drum”.

As I have always told my teams — “I only micromanage those that need to be micromanaged”.

The predictable achievers make your job easier as you have the peace of mind that they are doing everything possible to generate the best results. Those that are not following the plan require “poking and prodding” — to find out what they are up to and then correct the expected shortcomings in their execution. This is a necessary evil that will help you reach your highest potential… IN THE SHORT TERM.

If you find yourself continually micromanaging the same employee(s) over and over you must communicate this to them. Although your added interest into their activities may seem both obvious and potentially problematic to you, it may not be as apparent to the employee. By sitting them down and giving concrete examples of your expectations and how they are not be met you allow them the chance to improve.

In the long run however it is detrimental to both the employee and leadership to continue on this path. If the same issues persist the cord must be cut and everyone involved needs to move on. The added benefit of this approach is that those on the fringe — participating to an extent but not in entirety — will likely learn a valuable lesson that they need to brush up to survive and thrive. This will rub off on new personnel as well which will allow you to focus on what leaders should be focused on — enhancements, optimization, creating passion for your product/service and most of all, growth.