Executives Talk About 'Micromanaging'
Micromanagement is necessary yet in the right context and form
Use the word micromanaging around people who report to someone else in an organization and it is sure to elicit a negative emotion, feeling and response.
Yet is what feels like micromanagement really what is going on and even when it is, is it always a negative? There are different perspectives and there is a cross section of them in this Communication Intelligence, the Newsletter, group discussion.
“There is probably no singular idea that has destroyed more business value on planet earth than the idea that micromanagement is bad,” contends Shopify co-founder and CEO Tobi Lütke.
To him, that type of oversight and practice is necessary because it means as a leader you are “being responsible for everyone.” To him, it helps people in authority do what is important: protect business interests by catching mistakes early on, or better, before they occur.
Mark Cuban, billionaire business builder, owner and investor, however does say that you have to be careful how your actions are being implemented and interpreted.
You shouldn’t be micromanaging people, he says, only decisions and actions. Yet heavy involvement in whatever organizational affairs, at the right time, has its place.
“Micromanage early,” he says. “Trust the process or fix what’s broken..."
Lütke’s belief is that the criticism about perceived or real interference is honestly, a false positive, so to speak. In the context in which he is speaking, could he be far more correct than incorrect, or not?
It’s not as easy of a question as it seems.
“Technically, he is not talking about micromanaging,” says Jim Vasconcellos, founder and president of ProAction Consulting. “The problem is, it is a framework representing a misunderstanding. Micromanaging is a management style — or approach —characterized by close supervision of the small details to exert control over the employee's day-to-day activities. Micromanaging is all the time.”
Cuban says that impulses to be overbearing toward people has to be controlled yet what has to be done business wise, is critical to do.
“Mark is correct,” says Trae Cunningham, co-owner of Bosses in Beauty, an esthetics business consulting and coaching company. “You must train, create the culture and set a road map for growth early. Introduce the employee to KPIs (key performance indicators) and allow them to hit those metrics — or not — on their own.
“No CEO gets into business to hand hold, constantly correct or to be feared by their employees. Mistakes happen and those can be fixed.”
He says that a CEO does have the duty to insert themselves where suboptimal performance and risk lies.
“Every CEO must gauge if the culture is off, expectations aren't being met and the mission of the company isn't being upheld,” Cunningham points out. “It is at those times that the CEO must tweak things.”
He agrees that micromanaging people isn’t ideal.
“It starts with self reflection,” Cunningham proposes. “Typically the company's performance and employee performance will be a reflection of what's happening or not happening within the upper management of the business.”
“Cuban’s insight into leadership highlights the delicate balance between detailed oversight and trust in a team's capabilities,” says Henry Criss, CEO at the Fraum Center for Restorative Health.
“Identifying the right moments for micromanagement involves understanding the team's maturity, clearly outlining goals and expectations, engaging in continuous feedback and assessing the outcomes of such management practices.
“This reflective approach allows leaders to discern when their closer involvement is beneficial versus when it might hinder progress and innovation. At the end of the day, leadership is about recognizing what the team needs and delivering it.”
When a leader may be exerting too much control or even thinking about it, it is time to pause and think deeply about specific variables.
“To accurately assess your micromanaging impulses, consider two factors: the stage of the project or operation and your trust in the employee’s skill level,” says Tim Toterhi, chief human resources offer and coach at Plotline Leadership.
“Early-stage projects and organizations carry more risk and navigate more variables than steady-state operations. As such, the desire to stay close is understandable.”
“Companies who have a strong culture, strong systems and aim to hire ‘A (level)’ employees, do not have a micromanagement problem,” asserts Georges Hanna, a business coach, the founder of Smart Income Lifestyle Inc. and a specialist in sales, marketing and business development. “You hire smart and motivated people to trust them on what they do.”
In his experience, the opposite is where you get into trouble.
“When you hire a ‘C (level)’ employee, you are creating a problem for yourself,” Hanna says. “Fix the way you do things and those controversies will stay away from you.”
He is an advocate for doing what needs to be done, within reason, for the bottom line.
“At the end, you are responsible for your business,” Hanna says. “You should interfere when it is needed and you should trust others on what they do. Be wise.”
“Leaders can pinpoint the need for ‘micromanagement’ by monitoring project milestones and team performance,” says Sophia Tang, brand founder at Nako Cosmetics.
“When launching our first skincare line, I found myself closely involved in every step, from formulation to packaging design. This approach was crucial for setting high standards, but as the team grew more skilled, I shifted towards a more hands-off approach, allowing for creative freedom while ensuring alignment with our brand values through regular check-ins and performance metrics.”
Cuban provided a confession: “I wish somebody would have told me to be nicer,” he said, when asked what advice he’d give his younger self. “Because I was always go, go, go ... Ready, fire, aim. Let’s go. Let’s go faster, faster.”
That default behavior negatively impacted the company’s early-stage morale and performance, Cuban said:
“Sometimes it took my (business) partner, Todd (Wagner) telling me, ‘Look, you’re scaring some people, they’re typically going to (quit) — and you can’t get mad.’”
“Cuban's acknowledgment of the impacts of an excessively aggressive leadership style underscores the fine line between driving performance and demoralizing the team,” Criss states.
“Mitigating the risks associated with micromanagement, while maintaining high performance requires establishing a culture of open communication, where feedback flows freely in both directions, focusing on empowering employees by providing the necessary resources and support they need to succeed independently and implementing a system of structured check-ins and updates rather than constant oversight, allowing for autonomy while ensuring accountability.”
What is also true, Criss says, is “While people need some measure of independence, the fact is that people don’t do what you expect, they do what you inspect.”
Data is helpful for communicating decisions to intercede.
“I believe you have to let the numbers do the talking,” Cunningham says.
“If the employee has been trained, understands the mission, vision, values and knows what is expected of them on a day to day, week to week and monthly basis then it is on them to hit their targets.
“When you have metrics guiding the decision-making then it takes the emotion out of firing someone or having a tough 1-1 talk with an employee that isn't living up to not only their potential but also what they said they can do prior to accepting the job.”
There is employee development to consider to lessen the stress that could lead to urges to exert too much control over team members.
“Replace micromanaging with coaching,” Toterhi advises. “Great coaches not only bring out people’s skills but they also help establish a winning pace.
“The language is simple. Micromanagers are ‘I-focused,’ bullies. They say, ‘I need it done this way,’ and ‘I want it now.’ Coaches, on the other hand, are ‘you-focused.’ They say things like, ‘What I appreciate about your approach is (x). Let’s build on that by doing (Y).” or ‘You could be more effective if you gave (z) a try. What do you think?’”
Coaching wins more than demand-driven leadership, Toterhi professionally argues.
“Coaching fosters commitment and facilitates learning,” he has discovered. “It may not be as swift as a whip but the loyalty it cultivates is a valuable return on investment.”
Deeper, precise explanation can help employees learn why a leader and organization are doing what they are doing.
“Sharing the 'why' behind close supervision helps team members understand its necessity (of a directive),” Tang says. “By celebrating small wins and encouraging open communication, we (have) maintained high morale and commitment, even under close scrutiny.”
If however there is factual, clear micromanaging occurring, that can be assertively addressed by speaking to organizational leaders who could be of assistance.
“Outline some of your concerns and tell them, ‘I believe my boss is micromanaging me, and I’m hoping to alleviate that, as I love working here. What do you recommend?’” Monster career expert Vicki Salemi has told the media.
The question is, is this workable advisory or idealistic and low value in practice?
“An employee can tell their boss that,” Cunningham says, “but they also must be sure that they as the employee have done things correctly within their job role. You can’t complain about the bosses complaining if you are giving them something to complain about.”
“Open dialogue is essential,” Tang agrees. “I encourage team members to express their feelings and suggestions, which has led to more tailored management approaches that respect individual needs for autonomy while maintaining necessary oversight. This practice has not only reduced friction but also enhanced our team's cohesiveness and productivity.”
There is admittedly clear reputation and job security danger present in pursuing this communication in some organizations
“Salemi's suggested proactive approach works great in environments where open communication is encouraged and valued,” Criss says. “However, in more rigid or hierarchical organizations, it would be a risky approach for the employee.
“Success depends on how feedback is received and acted upon by management and whether there is genuine willingness to adapt management styles to individual needs.”
It is a sobering reality in some instances at least to realize, right or wrong, how you are being perceived by leaders or realities you don’t worry about because it’s not your responsibility.
“If someone is ‘micromanaging’ you, it’s because (a) they don’t trust your skill set, (b) the project is so critical to the company and, or their career that they feel compelled to stay involved, or (c) they haven’t entirely made the transition to the manager role and are still locked in ‘doing mode,’” Toterhi details.
“Your (personal) move depends on the situation. If it’s trust, demonstrate your skills to earn the autonomy. If it’s situational, acknowledge the reality and set roles and timelines for the heightened oversight. If it’s the manager’s issue, leave.
“Behavior can’t change without recognition and dedicated attention. Hoping things will get better will just waste your time.”
This conversation has detailed recommendations as intelligent responses. Now it’s time for people’s parting professional guidance.
Criss is a proponent of what he calls empowered autonomy.
“This approach involves setting clear expectations, providing the necessary resources and support and then trusting employees to manage their responsibilities,” he says.
“It's about creating a supportive environment where employees are encouraged to take initiative, make decisions within their scope and approach challenges creatively.
“Regular check-ins and feedback sessions replace constant oversight, offering guidance and adjustment opportunities, without micromanagement's negative connotations.”
This type of relationship, he says, “aims to foster a sense of ownership and responsibility in employees, leading to higher engagement and productivity without the drawbacks associated with micromanagement.”
Tang too is a believer in this practice.
“Empowering leadership stands out as the most effective alternative,” to micromanaging, she says. “By setting clear objectives, providing the necessary tools, and trusting my team to deliver, we've cultivated a culture of accountability and excellence. This approach has allowed us to innovate and expand while maintaining high standards and team spirit.
“Micromanagement can be necessary but ultimately, shifting to a leadership style that empowers and trusts is key to success.”
There is an analogy to possibly consider remembering.
“Consider how people learn to fly,” Toterhi begins. “In the early days, your instructor tells you step-by-step what, when and how to do every action in the cockpit. ‘Why?’ Because the situation carries the ultimate risk and their faith in your skills is at an ultimate low.
“But over time, the locus of control changes. Soon, after you demonstrate the required skills and earn trust, you are flying solo.”
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