Micromanagement. Leaders tell me all the time that they’re not doing it, but if I talk to their teams, I often hear something different. And here’s the thing, the other person decides if you’re micromanaging. It’s wonderful to think that you’re not. But the reality is, if the person you’re leading or managing thinks you are, then you are. Because
Perhaps the biggest challenge facing many organizations today relates to the return to office. There are a ton of emotions, opinions, and anxiety about these plans. Whether you have made decisions and implemented them or not, the uncertainty surrounding the Return to Office is justified and understandable. Would you like a new perspective, a non-biased
Micromanagement. We’ve all experienced it. No one likes it. But why is it such a problem?Micromanagement promotes compliance.Micromanagement scrunches initiativeMicromanagement reduces trustMicromanagement dampens innovation.Any of these reasons is enough for us to stop micromanaging. But let’s think now about us as the leader. How does it hurt us beyond all those other things? Follow The
Policies exist in all parts of society, and we have been subject to them throughout our lives. They are generally well-intentioned, yet often elicit less than positive response – anything from the rolling of eyes to complaints about how policies don’t apply to a given situation. Company policies receive the same treatment and derision. If
I spend most of my time working with leaders. And those leaders all have leaders (after all, even CEO’s have Boards of Directors). Spend any amount of time with groups of leaders and they will talk about how they dislike being micromanaged. No one likes to be micromanaged, yet we have all experienced it. In
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