The Golden Rule suggests that we treat others the way we would like to be treated. No one likes to be micromanaged. Plus the end result is never a good one. So, why do so many leaders do it? Let’s take a look at a few reasons. Can you or any of your Executive Team relate to any of these?:
Facade of Control
There are people who are just simply control-freaks. As a recovering control-freak myself, my personal opinion is that those who feel the need to control things lack the confidence to trust the truth. The only thing that happens when you control things is that the truth is avoided. If Johnny is left to his own devices and his resulting performance is subpar, NOW what do you do? Now, you’ve got to accept reality that John isn’t a rock star and either mentor him or replace him. But, if you continue to control the situation everything always turns out fine so there’s nothing that needs to change. Right?
Inability to Mentor
Not everyone has the ability to mentor their team successfully. As a leader, part of your job is to develop each member of your team so they grow to their fullest potential and advance in their career. Top talent will be bored when they’re not challenged and eventually leave. What will be left are likely your “C-String Players” (or worse).
Poor Talent Selection
Why would any reasonable leader delegate to someone who is either not capable of doing the job or wouldn’t perform in keeping with your company culture? They likely wouldn’t. Talent selection is key to halting the cycle of micromanaging. Developing a team of top talent allows leaders to focus on leading instead if and how everyone else is doing their job. Selection top talent doesn’t stop with skill set. Before anyone is recruited to be part of your team they need to be a great fit for your organization’s culture. And, in order for that to happen, your culture needs to be clearly defined.
Lack of Focus
If you have a tough time staying focused or you’re not sure what it is that requires your focus, you’re at risk for huge distractions. Spending time defining where the organization is headed allows leaders to better prioritize and delegate those projects and activities that take their focus away from being a visionary and leader.
Success of any organization, in part, depends on leadership’s ability to delegate effectively. Inability to do so results in a reduction in moral, engagement, performance, loss of top talent and ultimately profitability. Not to mention how expensive micromanaging is - - leaders are paid too much to justify their time spent hawking over their team and/or doing their job for them. Take measures to curb micromanaging tendencies in your organization and watch productivity and profits skyrocket!
Please comment with your thoughts and questions below. If you enjoyed this post and/or know anyone who might benefit from reading it, please “share”!