It's Not ALL Micromanagement

If theres one phrase that comes up daily in my conversations with leaders it’s “micromanagement”. 

Micromanagement is awful. It’s not a strategy, rather it is misuse of a strategy. We should not micromanage our people (read: if our people are getting results and making a positive contribution to our culture we should not make them feel distrusted, incapable, or like they are under a microscope). But, don’t we all know this already?!

It’s like the way that the flight attendants always tell us that our seatbelts should be fastened by inserting the metal tip inside the clasp and should be low and tight around our waist. YES. WE GET IT. Seatbelts good. Micromanagement bad. Can’t we move on?!

The silent victim in the conversation of micromanagement is the idea of accountability. Many leaders are so afraid to micromanage that they cease to lead. They don’t check in with their new hires to ensure understanding and reinforce expectations. They treat the preforming tenured team members the same as the underperforming new ones. They stop explaining, coaching, supporting, expecting ... all for fear of being “too hands on”. 

Some leaders tell me: “If I manage them too closely they might leave” = YES. If you annoy your top producers by pushing a selfish agenda and concerning yourself with every detail of HOW they do something, they might leave (I would). BUT if you do not help those who need help, push people to new heights FOR THEIR OWN GOOD, help them strengthen their INTEGRITY muscle, and hold them accountable OUT OF LOVE, then I believe you’re doing them a disservice as a leader. 

It’s not all micromanagement. 

PS: Could you or your company improve in the 'holding people accountable' department? Message or email me today. I'd love to share ideas, strategies, and information about what I do as a Leadership Coach @ Southwestern Consulting.