Directing With Respect: 3 Tips to Avoid Micromanaging

To managers and employees alike, micromanage is a dreaded word. It is defined in the dictionary as, “to manage or control with excessive attention to minor details.” Most popular management and leadership books suggest that micromanaging should be avoided at all costs – as a matter of fact, they even offer decisive tips on how NOT to do it. For clarification, let’s distinguish micromanagement from direction. There are times when direction is the order of the day. Direction can be provided to an employee with respect and agreement. It can be delivered in a way that doesn’t meddle or dismantle the respect and confidence of an individual. Control I often think of micromanagement as meddling. It often appears as unsolicited direction. There are times when it becomes necessary. This, however, should be a last resort –only to be used when a manager can’t control their employees’ behavior in any other fashion. This manager must indeed micromanage. However, the manager should always endeavor to inspire his employees rather than control them. It is not beneficial for the manager to micromanage or attempt to control behavior from outside the individual -- this should be inspired from within. In other words, choose to lead instead of attempting to micromanage. Leadership inspires internal control that comes from inside your team members. Leaders inspire people to make better choices and to perform in a way that allows for successful outcomes. Managers substitute micromanagement and exte al control when they see no other method of working with their team. Micromanagement is one of the default behaviors in the absence of true leadership. Exte al control is the tactic of choice for the weak manager. Inspiration and internal control are the preferred tools of a skilled leader. Direct With Respect In a business, it is sometimes necessary for leaders to give direction or authoritative instruction to team members. Offering direction is definitely the way to go when employees have little confidence AND little competence in the job in which they are performing. You can usually find alte ative ways to direct with respect as opposed to acting as a meddler. Of course, there are many leadership books available, but I refer to “Situational Leadership II” by Ken Blanchard as my model. Three steps for positive direction: 1. Make your directions simple and state the facts. 2. Reach an agreement with the team members you’re directing. Do they understand their next actions? Do they understand what results are expected from their actions? 3. Maintain the agreement until a designated follow up time. In emergency situations, explain to your team that you will be available to provide direction and support. This will allow the directed employees to agree to the direction and report back with their results. You may even tell them you’re going to watch. Watch and direct for their benefit and only until they demonstrate their ability to operate without your supervision. Maintain their individuality and respect them as contributors. You’re still following up quickly but expanding the time as they demonstrate ability.