As a leader, one of the worst things you can be accused of is being a “micro-manager”. When you’re responsible for getting things done, where do you draw the line between managing and micro-managing?
In this episode of The Clarity Advisors Show, host Ken Trupke explains the importance of defining a “what” and a “how” when leading members of your team. It’s the leader’s responsibility and role to define the “what,” while the person assigned the task is responsible for “how” it gets done. Micro-management is when you tell people what you want and how you want it done.
Episode Highlights
- Specifying what you want done is not micromanaging. Micromanaging is when you start telling people how to do things.
- Most people who accuse leaders of micromanaging are pushing back against being held accountable.
- Accountability can be results-based or activity-based.
Timestamps
(00:19): Micromanaging vs. managing.
(01:22): Defining the “what” and the “how.”
(03:08): Business example of micromanaging.
(04:04): Difference between micromanaging and accountability.
(05:54): Results-based and activity-based accountability.
(13:29): Communication is key.
Episode Quotes
- “Teammates can sometimes be quick to accuse you of being a micro-manager because it tends to be a “get out of jail free” card. If you get accused of being a micromanager, you’ll typically back off.”
- “As a leader, unless you’re telling them exactly how, you’re not micro-managing; you’re just managing. It’s okay to be very specific about the ‘what’.”
- “What people push back on more than micro-management is accountability.”
- “Demand that your team either hit their marks and do what they said they would do or tell you ahead of time so we can work together to fix it.”
- “The main reason people don’t want to raise their hand and say, ‘I need some help,’ is they don’t trust their leader.”
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