Is it Ever OK to Micro Manage?

Some of the best talents I know had to be micromanaged. And it helped them become the successful leaders they are today!

The best talents love challenges and getting out of their comfort zone. So they volunteer for the toughest, high profile tasks even if they have no clue how to do it. So when:

1. The employee has NO EXPERIENCE in doing 2. COMPLEX TASK, and 3. there is little TIME, 4. plus there is HIGH CONSEQUENCE if the task is poorly done,

then please MICROMANAGED. Micromanage means giving detailed instructions on how to do the task and then monitor to ensure compliance. It is directive, demands compliance, offers no room for discussion, initiative or deviation but also gets the task done and with predictable results. Beware though - Micromanaging will demotivate, kill initiative, creativity and some claim free will. So the moment talent's ability improve and gain confidence, switch from micromanaging to a coaching/delegating style.

So aside from this, is it ever OK to be micromanaged? 

Some say never! Why? Because micromanaging conjures images of big brother looking over shoulders, finding faults and humiliating others. But that is not micromanagement. It's a person's dysfunctional behaviors probably stemming from a high need for control. So while micromanaging includes monitoring and telling a person that he made a mistake, it is the manager who decides how that is done. He can explain what went wrong and show the right way of doing the task or shout and humiliate. In short micromanagement is merely a tool. How it is applied is decided by the user.

Are there work environments that lend itself to micromanagement? The ones I can think of are employees who work in nuclear facilities or in medical/toxic waste management occupations. These are environments when a single non-compliance could have catastrophic consequences including the lose of lives. Also employees in companies which use systems like ISO or agriculture harvesting process. They are subjected to following well-defined protocols and monitored to ensure compliance.

So it's less about whether to micromanage or not. The more useful question is when is it OK and Not OK to micromanage? The picture provides the answer.

If employees already have ability or ability to learn how to do the task, DO NOT micromanage. It's the best way to demotivate, discourage, disrespect. It encourages your people to WALK OUT THE DOOR!

But, if 1. employees have no idea what they are doing, 2. task is complex 3. time is running out and 4. there are serious consequences if task not done, don't let them be "DEAD DUCKS". Tell them exactly what to do and make sure they do it right. I know being directive may not be your style and hard for employees to put up, but for a brief time just get them to "LEARN IT MY WAY." My experience is that most are grateful you micromanage when they needed it. The key is you must...

Stop micromanaging the moment they begin to 'get it'! Lossen the controls and use a coaching style. And be their cheerleader! As their ability in completing the task grows, you coach until they become "EMPOWERED STARS".

I like to think most of us want to grow and that means doing new stuff. So if you are doing a complex task for the first time, the clock is ticking and your butt is on the line, isn't it comforting to know that your manager will come in and tell you what to do, how to do it and make sure you get this right?

It's OK if you are anti micromanagement. But it's not OK not to consider micromanaging when the situation calls for it. You don't have to love it to use it!