Micromanaging the past

When a task is giving to someone, the expectation is that the work will be completed within the agreed proposed time. You’ve found someone that is capable of performing the task, or, also, someone you believe can get it done. It is the trust you have put into your colleague, your direct report. It is the unofficial agreement or contract between the two parts. It is now their “baby”. Do it, and, if you need coaching and guidance, please let me know. But, it is now under your responsibility. You are responsible, and we are both accountable. That’s the deal. 

By default, I turn around and move into the next assignment. As any other agreement, we have the task, the proposed completion date and the two parts. Very important, the completion date. That’s the key to the success. You need to ask for a completion date. It is how things are managed at most of the companies. We work in many different “roles” and projects, the work environment is very dynamic, so, you can only control things if there is a completion date. 

I also recommend to set a couple of times during the assignment, so any questions or comments can be discussed and solved. I don’t want to get something done on time, but, with a very poor quality. You might be asking me if these sessions are targeted as some sort of “how you micromanage” the task. I don’t think so. I use the time to provide the support needed (if any), so I get exactly what I had asked initially. Sometimes, we replace the sessions with a couple of chats/phone calls, or, even during the coffee break. But, clearly, I am not micromanaging him/her. I don’t want to be like that kid asking their parents, during a trip:” Are we there yet?”. 

Again, I go back to the “contract”. There is a date. That’s it. My job as a Manager is not to put any pressure to my Team, as I know very well how people behaves under pressure, which is by the way one of the most stupid questions asked during a job interview: “How do you work under pressure?” And you get the funniest answers: “That’s when I get the best out of me….”; or: “My job has been always performed under pressure” …. This is not true. We are horrible under pressure. We don’t think. We make easy mistakes. We overpromise and underdeliver.

That’s why micromanaging someone or something is only designed for people who should not be in charge of a Team, or a big Project. It means you are already behind your scheduled time, you do not trust the people assigned for the job, or even worse, you did not identify the right people to perform the task. You are now running against time to get the work done. Being behind their necks, you are putting unnecessary pressure, and, by doing that, I already know the end result. 

To avoid that kind of problem, make sure you assign the tasks to capable people, who will be accountable for the completion of the task. If you look around and you can’t find them, your problem is even bigger. It goes from realizing a particular task, to the selection of your Team.

I stopped micromanaging my Team a long time ago. I can say I have more successful stories to share, as I knew the capability of my Team. I replaced the word micromanaging by a couple of small sentences: “delegating tasks to help developing my Team” or “making sure the Team is responsible and accountable for the tasks assigned to them”. I got very positive results and a happy and committed team.