MARCH 8 • TRUE LEADERSHIP • EPISODE 68
Micromanaging vs. No Managing 
Where there is no guidance, a people falls, but in an abundance of counselors there is safety. Proverbs 11:14
Some leaders manage every aspect of what you do. Some give you a job and rarely manage you at all. And still some are like Goldilocks and are juuuuuust right. On the surface the first sounds bad — and micromanaging is bad. But the second, no managing, can be as devastating. How do you know where you are in that spectrum and how do you change to lead correctly?
My AI system defines Micromanaging as, a management style characterized by excessive control and attention to minor details, often leading to a lack of trust and autonomy for employees. It typically involves closely supervising every aspect of a task rather than allowing team members to work independently.
When you’re building an organization or department, outgoing personalities can hire talented people and put them to work expecting them to learn all the aspects of the position and deliver on-time and under-budget. Because the leader is extremely busy, delegates well, and may have a fear of micromanaging, they give very little oversight. They manage by outcome which can be too little to late.
On the contrary, the reserved personality leader can have a tendency to micromanage because there is only one way to do it and that’s right! The problem is, the team member doesn’t understand the organizations culture and they don’t know the complete definition of your requirements and how you react and respond — in short, they don’t know you yet. Do you tend to promise the sun and deliver the moon? Do you exaggerate requirements? Are you clear in your instructions? Do you understand how others see things? Until we have a good understanding of each other’s expectations, we can fail to produce correctly.
It’s similar to getting to know each other in a marriage or relationship. We all bring certain expectations to our union and don’t understand the other person’s expectations. There are many unspoken things you don’t think to talk about that surface and cause misunderstanding.
Meeting with people and asking them questions (coaching) is different then telling people how to do their job. If you know that the person knows how to do the task in general, meet often and ask questions that will show where they are and how they are doing compared to the original request. Grow them in understanding your desires and the organizations needs. Ask often if they need anything from you. Ask how you can lead them better! Start small in giving them authority and responsibility and see where they have trouble. After you’ve trained them, give them the reporting mechanism and stick to that so you can manage them well without over managing them. Write down the requirements for each team member so you can measure the effectiveness of your plan. Keep good notes including how they respond or react to certain thoughts. You should have a manual for each of your people — how to best work with them. Build this as you work with your team. Notice the similarities in dealing with the same personality types and ue that as a base line for each new person. Typically, those with the same personality will have more of the same expectations and actions.
While micromanaging in the beginning is good, it can quickly turn a team member sour. Let them know how you work — micromanage the first month, then turn them loose to fly and create amazingness. By them you should understand the person well and have created a good management plan WITH them that meets there need and the organizations need.
Quotes for the day:
“If you have to continue to micromanage someone, you probably hired the wrong person… unless you find you are doing that with everyone. Then you’re the problem.”
~Anonymous
“The best way to manage people is to trust them, empower them, and let them thrive. Micro management only stifles creativity and growth.”
~Richard Branson
Action: Here’s your takeaway: There is a balance and there is a time for a lot of management and a time for less management. Like growing yourself, you need to grow your people in personal growth (intentionality and accountability) and reading good books on leadership. The better they can lead themselves, the more they can manage themselves and the less over managing you need to do. Map out where your people are and what it takes to get them to lead well. Train your people from the moment they start with you. Train them in personal growth, leadership principles, communication skills, time management, and budgeting, just to start. None of your efforts will be wasted. They will become better employees and better people. And they will be thankful one day.
Pray: Lord, help me know how to manage each person just right!
That’s it! Much love and blessings. See you tomorrow.
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