Micro-Management

Micromanagement (MM)– A major reason that employees leave an organization is due to their relationship with their immediate supervisor.  I looked up the definition of MM and offer the following:  “Managing with excessive attention to minor detail” If you agree with this definition, by all means avoid MM.  There are key words to this definition that are crucial.  “Excessive” and “minor”! 

The word management can be defined as the art of planning, organizing and coordinating.  How do we manage without becoming overbearing?  Let’s take a closer look.


Why would someone choose to MM?  It could be for a number of reasons both internal and external.

·         Internal reasons probably occur due to the manager’s personality and job requirements which would tend to be very detail oriented.  Typically this manager has a very strong drive for results and wants results quickly.  

·         External factors would include the company culture, company business and regulations imposed on that industry as well as pressure to perform.

Is there a time or place for MM?  I believe that there is but it cannot be a primary form of long term direction.  Overzealous managers become overbearing and their enthusiasm can become malignant to a team. Management needs to realize that no one likes to be hovered over.  Employees want to feel that they are trusted and that they have common sense and can make good decisions.  Even if there is cause and one employee is micromanaged, your team will still end up seeing you as a micromanaging boss.  The rumor mill travels fast, and since the manager has a built in confidentiality factor, gossip tend to focus solely on the manager.  Before the manager realizes it, the group is unified “against” the supervisor and chaos prevails.


Over the years, I have heard managers and colleagues say; I like managing as long as my direct reports are successful, self-motivated and practice good judgment. No kidding! Do you want Ice cream to go with your cake as well? That is clearly the fun time to manage- To get to this level, you need to hold your people accountable, coach, develop, train and mentor.  Your main goal as always will be to manage people up.  Unfortunately you may need to also manage people “out” of the organization who cannot or will not perform the jobs needed. MM is generally part of that process.


Where does MM fit in for the short term?


• New Hires: If someone is new to your team and you need to train them on various issues including knowledge, scheduling, administrative etc... the chances are that you need to spend more hands on time with them. You probably need to “look over their shoulder” to insure their tasks are getting done effectively and on time.  By definition, this requires some micro-management.  The employee should be prepared for this and if done in a tactful and thoughtful way, there should be no ensuing problems.  Providing a strong mentor can help minimize the “MM” impact but recognize that as the new hire’s manager, you are ultimately responsible.

• Poor Performance: In any given group, there will always be a Top and Bottom performer.  The goal is minimizing the variance between the two and ensuring that all team members are helping the company reach its goal.  It is the responsibility of the manager to hold people accountable and to raise performance.  Often times this requires a specific action plan which is very closely followed-up on. If they continue to miss the targets, the level of detail you provide is likely to increase to the point where you are micromanaging them until they hopefully improve or ultimately leave the company. 


• In highly regulated Businesses: As the leader you were promoted due to your results and global exposure to the industry. You have shown good judgment and decision making skills in ensuring that the company is not at risk due to delayed action of subordinates.   In tightly regulated business you need to be more directive and this can lend itself to MM.  Just keep in mind ESSENTIAL and not of MINOR importance on those things that you look at.


Response to competition: When the company needs to change strategy due to competition or other market forces close direction from management is needed until everyone understands and buys into the new direction.   The ability to do this on a temporary basis and with tact will help minimize dissension.  Change is fearful in and of itself and the manner in which the manager addresses this up front will make all the difference!


New Product Launch: I have been involved in many new product launches, this is definitely a time that a manager needs to “inspecting the expectations” diligently.  New products require closer supervision.  The road is uncharted territory and communications are critically needed to guide us to safe harbors.  The ability to gather information and share best practices help to make the launch successful.  Letting the team know up front the reason for increased communications can help eliminate discord.  A “call to arms” can help convey to the team how important they are in the product launch.


Customer complaints: If an outside customer of the company or your customer (team member) registers a complaint, it must be followed up on.  You as the manager need to make sure that the complaint is investigated and that you are kept in the loop.

Obviously most micromanagers know the business, just work on making sure that your employees know how much you also care about them.  Be honest and forthright and tell them why you are doing what you are and redirect them into the team by solving the problem together.  Simply choosing words such as “I am here to assist” or “together we need to resolve this problem” goes a long way into successfully building trust. 
Be careful and refer to the definition at the beginning of this blog.  Avoid “excessive” management and focus only on important issues.  Remember if you need to stay focused and intense supervision is necessary for a long time you probably do not have the right employee in place for the position.