Before I dive head first into the metaphorically shallow waters associated with this topic, I guess it would be best to find an acceptable definition of exactly what micromanagement is. We are all pretty comfortable with what a microprocessor is. I am particularly well versed in what a microbrewery is and the delicious products that they produce. I am even familiar with the show “Tiny House Nation” on the FYI channel. (I couldn’t think of another micro-something, so I had to settle for a tiny-something. It’s the same thing really.) But I think everyone has a different view or definition of micromanagement.
Webster’s dictionary defines micromanagement as:
verb (used with object), micromanaged, micromanaging.
1. to manage or control with excessive attention to minor details.
That’s a pretty good start, but I don’t feel that it entirely captures the full annoyance factor that can be associated with this management practice. I have found that attention to detail is sometimes a necessity and not a particularly negative connotation item the way micromanagement is. I think we can all reminisce back to past assignments, lives and times in our respective business careers when we each may have been members of teams that were led by individuals that might possibly have been defined as micromanagers.
A cold chill just ran down my spine. I think I will go and get one of those previously mentioned microbrews to try and soften that specific micromanager memory.
The definition of a micromanager that I will start with is someone who not only tells you what to do (which is the role of just about any standard run of the mill manager) but also tells you how to do it.
Remember, a leader is someone who tells you what has to get done and then supports you when you work out the part that you need to do, and how you plan to go about doing it. Leaders inspire and groom future leaders by challenging them to perform the radical business process commonly known as thinking.
Micromanagers seem to believe that they should do all the thinking. If something needs to get done, they will tell you what you need to do, how you need to do it and when you need to do it. Your responsibility will simply be to follow the instructions. That is unless you have been told to do the wrong thing. Then it will most likely be your fault for not recognizing it was the wrong thing that you were told to do, and instead doing the right thing.
I have heard of many micromanagers being described as “control freaks”. Again I think this description has a little bit too much of a negative connotation that I don’t wish to be fully associated with. I think I would prefer to refer to them as “control enthusiasts”. Some of them can be so enthusiastic about it that at times they can become difficult to tolerate.
So now that we have hopefully adequately defined what a micromanager is, the question that is engendered is: Why do people become micromanagers?
The simple answer to this one is: I have no idea.
If I were going to guess, I would guess that during their formative years in business they were once given an assignment and for whatever reason they created and implemented an ultra-detailed plan, and it worked. This possibly reinforced what here to fore might have been a latent behavior and voila, and a future micromanager was born. Perhaps during the same formative period the future micromanager reported to a current micromanager and the micromanagement DNA was passed down to the future management generation through some sort of micromanagement osmosis.
It might be as simple as a personality defect.
Whatever the cause micromanagement is in and of itself a self limiting management style. As a manager matriculates up the management structure they take on more responsibilities. This means that there are more and more items for the micromanager to try and keep track of and manage. There are only so many hours in a day. Sooner or later the micromanager is going to run out of time to micromanage all that they have on their plate.
One of two things will then happen. The pace of the business will either slow down to accommodate the micromanager’s business technique, or the micromanager will learn to let go of some of the control that they are so enthusiastic about in order to keep pace with the demands of the business. If the business is slowed by the management process, it will fall behind the market, which will not slow down in order to accommodate the micromanager’s technique and it will soon find itself in a recovery mode.
Either way the level of micromanagement will have reached its limit.
During a discussion some time ago I was asked if there was ever a time where micromanagement was called for.
I had to sit quietly and think about that one for a moment. With the entire myriad of business structures and environments there probably was at least one that called for this approach. After careful consideration I had my settled on my response.
I said “no”.
I have mentioned many times that people and teams want a leader not a manager, and certainly not a micromanager. A leader does not tell all members of the team what they are to do. Team members have their respective responsibilities. It is up to the leader to define and communicate the goal and then enable the team to achieve it.
If a team truly requires micromanagement attention in order for them to achieve their goals again one of two things has happened. They have either been so conditioned that their individual input is not appreciated or utilized and have adapted their behavior to that desired by the micromanager, or they truly cannot or do not know what to do.
In the first instance, a management or management style change may be able to return that micromanagement conditioned employee to a business condition where they can contribute more fully to the success of the business. Instead of being an “order follower” they can become a solution creator in their own right.
In the second instance the team either needs to be better trained or replaced. If the team is incapable of performing except under constant management supervision they may be trying to do work that they are not qualified or capable of completing. If the team members are in fact capable and qualified to do the work, yet still require micromanagement in order for them to achieve their goals then they may be candidates for roles in other organizations where micromanagement is the preferred form of management.
Offhand, I can’t think of many of those types of organizations.
Micromanagement is a centralized decision making management structure. One person, the micromanager tries to make the decisions for everyone else in the organization. As organizations become more culturally diverse and geographically dispersed this structure rapidly becomes a limiting factor instead of a performance enabler. The speed and flexibility of response that an organization needs to be successful in today’s business environment is lost when micromanagement is in play.
People will respond to the guidance provided by leaders by making good business decisions and will be fully vested and committed to the outcome. The only response people will have to micromanagement direction will be to make no decision, only to comply rather than commit to the desired outcome, and just follow orders.
As leaders we need to focus on what needs to get done, and rely on the talents of our team members to help us come up with the best ways to get it done. By definition they are closer to the issues than we are. It only goes that they should have some good ideas on what needs to be done and how they can best do it. It is up to the leader to best utilize all the ideas that are available, not just their own.