In my role as an executive coach, I am exposed to many challenges faced by leaders across many industries and at many levels, yet 1 factor continues to raise itself, and that is of Micro Managing.
I call this “Playing in someone else’s sandpit”, and almost always ends in a failure – Bust.
The question remains, why do senior leaders feel the need to play in someone else’s sand pit.
There are many reasons, but 5 of the more common factors are;
Insecurities about themselves as a person and this in turn impacts how the person sees themselves. Clearly, they need to reflect on the fact they were promoted to a senior role for a reason, and then accept, and focus on their leadership development, and not focus on feeling insecure in their new role
Many leaders feel they will lose their job and have high levels of anxiety that is self-created as a result of this fabricated thinking. The only people who lose their jobs are people who fail to deliver. The definition of a leader is achieving results through the efforts of others. A great leader will allow their people to take control of their areas of responsibility and measure their people’s performance by outcomes. A good result by their team will reflect as great results for their leader.
A very positive sign is when leaders get promoted from within, however this leads to a greater challenge when things get tough. The leader may have a tendency to go back to their safety zone, which means stepping down to perform at a level lower than they should be. They may revert to the role they felt comfortable with as that is where they have memories of success. The trouble is, this is no longer their responsibility, and they are playing in someone else’s sandpit
Some leaders lack self confidence and self belief in their ability as a leader, so will focus their energy on using their ‘position power’ to take control. They feel the only way to gain respect is by demanding it, rather than earning it. These leaders will have high staff turnover, poor workplace morale and there will be little to no loyalty to that leader from their people. Control has little value when you do not combine it with respect.
Leaders who are promoted from within may face the mindset challenges of feeling there are not worthy of their role. This continual mindset results in the person performing at a level far lower than their ability. It stems from a saying by Rita Pierson that states, “If you hear it long enough it becomes a part of you”. In other words, if you keep telling yourself you are out of your depth then you will perform accordingly. Change the mindset and you will change the outcome.
Where leaders who micromanage may feel they are doing the right thing and are generating improved efficiency, largely the opposite happens.
Some of the negative outcomes of a leader who micromanages include;
My coaching has helped people realise that the best solution is to have belief in yourself and trust in your people. Let them grow and do what they do well, and you focus on being an amazing leader, guiding, coaching and developing your people to be better than you.
Tell me about your micro management stories.
