Are you a micromanager?  If so, it's time to take a deeper look at a practice that gets a really bad rap.

When an editor at the American Management Association asked me to write on micromanagement for Profits and Performance.  My inital response was "Why?"   As an executive consultant-coach, I am engaged in developing leadership styles that empower individuals and organizations.  But thinking about it, micromanagement wouldn't be so prevalent if there weren't some benefits.  

If you're game to examine why you or your boss may be micromanaging, read:   "Are You A Micromanager".

Don't be afraid.   I ask direct questions, but also provide realistic and recommendations for building positive rapport and boosting performance.  You can get started immediately and it doesn't involve a big budget or major time commitment.  You just need to reflect and decide what will work best for you and your team.

Here are excerpts:

What is the threshold between hands-on, detail-oriented management and getting in your own way? 

What are the risks?

1. Micromanaging keeps your head down rather than allowing you to gaze ahead. 
2. Your team won’t become adept at making independent decisions. 
3. If you step away from work, progress stops dead. 

And the rewards?
Of course, there are rewards of micromanaging.  Otherwise, why would we do it?

1. You know exactly what is happening at all times. 
2. Project-specific micromanagement is an empowering alternative to structured training. 
3. Your build trust with your staff

Is your need to micromanage really your need to clarify communication?
The only cure for micromanagement is airtight communication.  If instructions or priorities are not clear, you won’t feel comfortable giving up control.  If something goes awry, you'll waste precious time and energy debating who meant what...and cleaning up the mess.

• Say it loud and clear.  Verbally acknowledge your new approach of training your team for greater future independence.  Even if you’ve never done it before, you can now.  Be receptive to input and ready to weather some pent up complaints.  Don’t apologize too much.  Simply explain why and how you plan to change your communication and management styles. 
  
• Get it in writing.  Having written deliverables and deadlines is your best tool to counter the micro-management impulse.  Review a game plan with your direct reports biweekly.  Your employees should arrive at each meeting with their written updated status against defined goals.  Your role is to provide answers, advice and guidance.
  
• Then leave them the space to succeed.

Are you choosing your management style for you, for individuals or a group?
Micromanaging is sometimes in the eye of the beholder.  What one employee considers interfering, another employee might consider welcomed attention from the boss.  Look in the mirror and look at your team.  Who or what is truly driving your tendency to micromanage?  Depending on the answers:

• Micromanage selectively.  Your management styles can vary according to individual needs and preferences.  You can micromanage some rather than all, as long as your motivations are clear to all parties. 
  
• Modify, don’t change, your style.  What is the longest you can go today without checking in with your direct reports?  Between scheduled meetings, calls or status updates, who calls or emails first?  Challenge yourself to increase the time by 10% this month.  Then absorb the results and see where you go from there

When is it appropriate to micromanage? 
Micromanagement isn’t synonymous with bad management.  It has a purpose and place when:

• Players do not have the maturity to maintain progress or initiate a remedy on their own if a snag occurs. 
  
• The stakes are high and people are learning new skills. 
  
• You are put in charge of a group you didn’t hire or a group known to be problematic. 

Have you tested your motivations, and decided to micromanage?  Then be secure in your decision, or look for a new job where you can evolve to a higher level of leadership.  Either way, two final tips to support your advancement:

• Deploy micromanaging as a tactic, not a strategy.  You may opt to micromanage during an interim period, but state the reasons.  For example, “Until we work out the kinks in our new medical testing procedures, I’m going to keep a close eye on the process because I want to troubleshoot errors immediately.  But after we analyze the first three months of data together, and we are comfortable with the results, I will delegate more responsibility to you.” 
  
• Remain open to recommendations for increasing efficiency, morale, or performance.  Inspiring others to make strategic contributions builds mutual confidence and expands their abilities, which just may enable you to move on to a new management style.

For the full article click here .  To learn to apply these ideas within your organization, or to comment on your experiences with micromanagement, please contact me, Stefanie Smith, executive consultant and coach.