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Micro-Managing, Keeping a Lid on Your Organization’s Growth!
Is the idea of keeping a lid on your organization’s growth really a viable option? Today’s business climate needs more innovation and creativity to solve the current problems. Fortunately, all of our organizations can tap into the diversity of thought that resides in our human resources and find new solutions, new products, and new businesses.
However, self-doubt, lack of training and poor management hinder creativity, motivation and performance. Do you know a manager who supervises or supervises subordinates? Merriam Webster defines the word micromanage as “to manage especially with excessive control or attention to detail.” This may seem like a good control point but humans are obviously different from machines that need constant monitoring to ensure that the variables don’t get out of hand.
As the organization has been established, we have hired our employees for specific processes that they can achieve. Their program supports and complements other areas of the organization as well. As a manager, we know something but we don’t know what we don’t know. How will our employees be able to tell us about what can be done better, faster, cheaper?
Google reports that the term “micromanager” is searched an average of 22,000 times per month and the comparable term “control freak” 74,000 times per month. These observations show that micromanaging is a topic of concern and if it is not caught in time … some elements of self-motivation are tied to the organization . Do you pay for a car service just to put the governor on the car? That is in essence what happens when we are dealing with intelligent resources.
To be sure, micromanaging can be beneficial in the short term if we are experts at the given tasks and need to create successful people who can carry the baton. However, at times, we must step back and realize that there are many ways to get the job done and ours can only be repeated.
Micro-management in the long run is a survival method for self-preservation and a way to maintain a “follow the situation” mentality in the organization. There is no such thing as joint communication where the joint ventures share ideas that will lead to better results than any of the partners could provide on their own. Overt and continuous micromanaging will soon translate to employees wrong management.
Micro-managers communicate one, or more, of the following subliminal messages:
- I don’t believe you
- You can’t be without me
- I’m not safe
- I don’t care what you think
- It’s better to do it my way
- I need to show my power
- I have nothing better to do
- I need credit
People want to be part of a winning organization but when their sense of self is stolen, their spirit diminishes and entrepreneurship becomes a hobby in search of better opportunities. Over time, the organization will face unnecessary turnover, high recruitment costs, additional training and the loss of the original investment made in the old employees.
Isolated cases of micromanagement can be interpreted as a benefit when one pushes the envelope of the old forging into new areas that are not visible to the few. Steve Jobs (Apple), Larry Ellison (Oracle), Jeff Bezo’s (Amazon) and Walt Disney (Disney) are all known micromanagers who have taken risks but their visions have before his time. Good work, not satisfied with the business will not make these companies go down in the world, and most of their employees understand this idea to go for a ride until they became part of the vision.
For most organizations however, a moderate risk model with additional growth management is desirable. Employees will do their best when they have a sense of freedom, they understand the purpose of their work (and the organization’s mission) and they are given the opportunity to act. their work. As a leader, know that you can achieve more by doing less yourself when you motivate your employees. Give credit where credit is due and show your appreciation for the new system that works just as well, if not more. Harry Truman, the 33rd US President, summed up this sentiment best when he said: “It’s amazing what you can achieve if you don’t care who benefits.”
If you are an employee who works for a micro-manager you can help the micromanager reduce their stress by:
- Say What You Need To Do
- Do What You Say You Will Do
- Show Off When Things Change
In business, there is a relationship between managers and employees. Mutual respect is a positive message that must flow through the layers of our human resources in order to maximize the potential of both individuals and organizations. Where can you be tomorrow if you remove the micromanager’s control cap and make your organization succeed at its peak?
Enrique ‘Rick’ Ruiz, CDE, CM, MBA, PgMP
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