Who is Micro-Manager? The one who tries to a credit of someone else’s success, they may possess all these things mentioned below in their personalities.
The problem here is the difference between management and leadership.
Entry level workers don’t work well with someone breathing down their neck. It makes them nervous. It makes them choke.
Leaders, on the other hand, are not the same as an entry level or mid level employee. They each have a criteria to live up to. The benchmark they have to live up to are not only that of the ultimate leader, but of the greater vision as well. It is one leader’s job, to attract other leaders, to move forward together. This, is what we would call the inner circle.
What this does is it allows you to create tasks and put what you expect in great detail, attaching files comments, approval lines, etc.
Robo-boss: The greatest and most obvious strength of machines is analysis. Robo-bosses, especially when they are first used, will be able to micro-manage employee turnout quickly and efficiently. They will also generate performance reports that can shape employee productivity in real time. This will increase productivity more quickly than any other performance analysis currently available. Robo-bosses will perform their work using big data (have you ever heard about, comparing employee performances with data from large quantities of data collected from all over the globe. Big data uncovers previously undetected trends and correlations, providing something that performance reviews severely lack – fresh, unbiased perspective.
Micromanagement, the Greatest Strength of the Roboboss
The business world is on a “never ending quest for productivity”, according to the BBC, and robobosses are uniquely capable of allocating tasks based on information that humans can’t keep track of. A computer algorithm can analyze available tasks and compare them with employee skillsets to assign tasks and adjust payment. Also, a roboss can do the bureaucratic work for a manager: poke each employee to work on this or that task, measure the time invested in each activity, demand activity reports, track each step of the team…
If done good and if your employees accept it, it can be bees knees.
However, I strongly suggest breaking up with this routine because advantages are numerous.
If done bad, micromanagement can kill your business.
Your employees will be less motivated and will show less initiative
It’s VERY time-consuming
You will lose focus eventually and stop prioritizing.
However, there are some people that LOVE being micromanaged. But, would you want to work with these people? A Big NOOooo….
Do not dismiss ideas by default
This is a silent killer of many startups. If you have had success (or even just luck) with the previous strategy and are now striving to do exactly the same think about doing it from other perspective.
Exclusion of external inputs can be extremely bad for your business. Do not dismiss ideas of employees just because you tried another way that worked. If you decided to hire a person and free up your time this way, you will have to let them make decisions. Getting rid of the control like this can be scary, but not doing it can be harmful.
Micromanaging feels like you are taking away autonomy of your employees. More important than what it feels like is what it tells your employees about you.
Once you are on this road of getting to know every detail of every task, it pretty much leads to lower and lower engagement of your staff. In addition, it will eventually squelch growth — both their professional and in the company.
You should invest in your staff and let go of the full control. This way they will grow further and rise in the ranks.
I believe from my research that most of the successful leaders are not micromanages.
Micromanagement can be very destructive to a culture and team.
Micromanagement causes people to think you don’t trust them. You need to look over their shoulders to ensure they are doing it right. This can cause resentment towards you.
Micromanagement is effectively stealing empowerment away from people. Followers and teams can no longer be given the chance to develop and grow. People will stagnate, they will be unable to shift with the company as it grows, they will be unable to achieve their goals and dreams and ultimately they will be unhappy. This kind of workforce will be a very unproductive one.
Top reasons given by employees for leaving their jobs: career development (22%), work-life balance (12%), managers’ behavior (11%), compensation and benefits (9%) and wellbeing (9%) (REF. Forbes)
Micromanagement depletes opportunities for career development, contributes to what is seen as bad managerial behavior and will therefore lead to high attrition.
Many micro-managers lose good people because of their management style but the business still succeeds, ironically, BECAUSE of their obsessive ways. The unfortunate thing is that most micromanaged businesses are never able to reach their fullest potential because of the restraint kept on it by the micro-manager focusing on ‘little things’ instead of thinking about the “big picture.”
GIVE UP CONTROL:
Bosses who micromanage do a disservice to their company, their employees, and themselves; worse yet, they are often preventing their companies for growing. If you are struggling to grow your company, one of the smartest thing you can do is give up control.
Here is how:
Push down decision making: If you are making all the decisions, you are holding your company back. Push decisions making down to the lowest possible way.
Accept that mistakes will happen: sharing responsibility with others means things don’t always go according to plan. Prepare your employees to avoid mistakes by being clear about your expectations and giving them tools they need to do their jobs well.
Micromanage when its time:
Almost every project requires some detail work, when you reach the point, unleash the micro-manager in you and handle it.