I was recently asked to create a training program for newly appointed managers. While I have a lot of material I could have used, I wanted to make sure I was covering the challenges that are truly faced by new managers. As I reflected on those challenges, my mind raced back to some of my own personal experiences. One of the greatest challenges I faced as a new manager was micromanagement. In fact, I may have been the worst micro-manager ever (to all of you out there that I may have micromanaged, I apologize).
Micro-Managing to Create “Mini-Mes”
Why Do New Managers Tend to Micro-Manage?
Micro-managing drove me crazy, so I know it drove my team crazy. As these embarrassing and painful growth experiences went through my mind I began to process through the reasons a new manager, or any leader, micromanages. I decided to throw the question out on Twitter™ and received great feedback from my Twitter world, including these answers:
- Fear
- Narcissism
- Need to be in control
- Lack of trust
- Do not know how to let go
- Need for perfection
- Don’t think anyone can do it as well as they can
- Someone may get more credit or recognition than them
- Do not know what else to do
I think all these suggestions can be correct for different people in different situations. Upon pondering my own personal reasons for micromanaging, I found several of these to be true. I was a star individual performer who was promoted to management without any training in leadership. I knew how to do my job well as an individual performer. Once I was promoted, therefore, it made sense to create “mini-mes”. This is a really bad idea. It’s not a way to win friends and influence people. I thought that to increase someone’s performance all they needed to do was to do exactly what I did before I was promoted. I thought this would make them successful, thus making me successful – huge misconception. I know to those of you in leadership, this is obvious, but more often than not, it is not obvious to a new manager.
I was also fearful. I still made bonuses, but they were no longer based on my individual performance. Instead, they were based on the team’s performance. In my young mind, this made it even more reason to create little “Me Robots.” If they could do the job exactly as I did, they could generate the same revenue I did, and we should all be happy… right?
As with most new leaders I was tapping into familiarity. I was doing what I knew how to do, but what I was doing was not producing the results I hoped for. It was not until one of my team members was leaving the organization that I had to face the truth. His parting comment to me was “you use the word team all the time, but there is no team here.” It was then that I realized that what I was doing was not working. I decided to educate myself on the skills of leadership. Following are the seven things I learned that helped me to regain perspective.
7 Tips to Help Micro-Managing Leaders:
- Recognize that micromanagement causes people to become resentful or turn their brains off: Why should they think if you are doing all the thinking for them?
- Become the leader of the team and not the star performer.
- Get to know your team members individually, learn what their strengths are and how to motivate them.
- Trust that they are able to succeed in their own way, and give them the room to grow and develop.
- Create a safe environment for innovation, creative ideas and new processes.
- Keep in mind that NO ONE is motivated by micromanagement, no matter what the reason.
- Never be afraid to have a team of people who are smarter than you. When the team shines, the leader shines!
All aspects of the leadership journey are part of an insightful learning process. We never “arrive” and we are always gathering new information to apply. As leaders, it is meaningful to reflect on our journeys, seeking ways to improve our methods and style. As you reflect on your own journey, ask yourself what you have learned and how you can help new managers along the way.
Why do you think leaders micromanage? Do you have some tips to help micro-managing leaders overcome this addiction? Please share you thoughts by leaving a comment to this article.
Michelle Braden is the founder and CEO of MSBCoach and the Emerging Executive Leader’s Program. Visit the MSBCoach website at http://www.msbcoach.com. Also see information regarding MSBCoach’s Authentic Leadership Summit at http://www.authenticleadershipsummit.com.
This is good, and I hope that a lot of managers will read it.
You listed “need for perfection” as a reason why people micro-manage. I think that’s a huge one. For many (most) managers, if their name is on the final product, they feel like it has to be perfect.
To get past that, you must first recognize that perfection is overrated. The goal is that the product make its revenue forecasts, not that it be flawless in every way.
After that, your items 4, 5, and 7 come into play. Recognize that your team will be smarter and more creative than you are. (That’s easier said than done, but it’s essential.) Then trust them to succeed.
Thanks for your feedback Susan and Larry. I think you both are right, it is difficult for achievers to learn to let go and rely on others. Often leaders (even though they complain about it) like the role of “martyr- savior”. It becomes their identity and gives them something to complain about legitimately. If they lose this role, they lose part of their identity. Do you agree?
I would like to hear more from Larry on why you think perfect is overrated. I agree with you and perfection kills innovation. What do you see as the difference between perfection and excellence? How does a leader pursue excellence and not perfection?
Hey Michelle, very thought-provoking! I think managing by not micro-managing requires a very high skill level and a creative, teaching mentality. I’m thinking of such things as the ability to establish and communicate objectives and rules; the ability to skillfully redirect others; to be direct and ask for what you want from others; and to support others as they problem-solve rather than giving them the answers or being punitive. It’s easy to fall for the self-importance of being the do-er and fixer (though very stressful!) and it’s painful to let failures play out. So it requires a different outlook, one that is more holistic. My guess is that most “achievers” are driven to do by themselves, and would never get this concept of leading others unless they experience it through a skillful parent, teacher, boss, or coach, or, for a number of motivations, consciously undertake to learn it.