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Building a High Performance Culture (Part 21)

This article is part of a multi-part series titled “Building a High Performance Culture” by Up To Speed Guest Expert, Dave Anderson, of LearnToLead®.

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Words That Hurt: Micromanage

In this post on building a high performance culture, I’m assigning the word “micromanage” to the Words that Hurt column. Micromanagement is an often-misunderstood word, so in this piece I’ll explain what it is and is not, as well as the danger it poses to your culture, people and results.

I’ll dig deeper into micromanage momentarily. But first, quickly review the strong and weak cultural words below so you can conceptualize the ideal culture to move your organization towards, as well as what you must weed out of your culture in order to maximize your organization’s potential.

Words that work and must be woven into culture:

Earn: to acquire through merit.

Deserve: to be worthy of; to qualify for.

Consistent: constantly adhering to the same principles.

Hope: grounds for believing something in the future will happen.

Catalyst: a person or thing that makes something happen.

Responsible: to be the primary cause of something.

Tough-minded: strong willed, vigorous, not easily swayed.

Loyal: faithfulness to one’s duties or obligations.

Passion: a strong feeling or enthusiasm about something, or about doing something.

Discipline: an activity, regimen, or exercise that develops or improves a habit or skill.

Commit: to pledge oneself to something.

Prune: to remove what is undesirable.

Wise: having or showing good judgement.

Diligent: giving constant effort to accomplish something.

Words that hurt and must be weeded out of culture

Fault: responsibility for failure.

Blame: to assign responsibility for failure.

Excuse: a plea offered to explain away a fault or failure.

Mediocre: average, ordinary, not outstanding.

Wish: to want something that cannot, or probably will not happen.

Entitle: a claim to something you feel you are owed.

Sloth: reluctance to work or exert effort; laziness.

Complacent: calmly content, smugly self-satisfied.

Maintain: to cause (something) to exist or continue without changing.

Apathy: a lack of enthusiasm, interest or concern.

Interest: to be curious about. (as opposed to being committed).

Foolish: lacking good sense or judgment.

Micromanage is defined as “to control with excessive attention to minor details.” Here are seven thoughts on micromanagement and how it will influence your culture.

1. Holding people accountable for tough standards is not micromanagement.

It’s important to note that there are a handful of things within a culture that are not up for debate, must be held in a iron grip, and thus may be wrongly perceived as micromanagement. Managers who are diligent in holding others accountable for living company values and following prescribed processes are often erroneously accused of being micromanagers. This reflects a failure to understand that micromanagement involves “minor” details, and values and processes are major matters and must be vigorously enforced and upheld.

2. Making every decision, solving every problem and having all the ideas are signs of micromanagement.

You’ve conditioned people to count on you so heavily they cannot think for themselves. Micromanaged people lack passion and tend to play not to lose.

3. Over-involving yourself in others’ jobs, especially in areas where you have little expertise, may constitute micromanagement.

While your authority allows you to set clear expectations and deadlines for results for the various aspects under your charge, you err when you then nitpick and continually second-guess those responsible for producing the results throughout the process.

4. If you hire the wrong people you’ll have to micromanage them.

This is a sad truth, because it’s foolish to empower incapable or corrupt people with latitude and discretion and expect anything positive to come from it.

5. Micromanagement is a primary de-motivator for top performers.

High achievers resent having to check with you for everything. They feel that their past performance should earn them the trust to move faster and with less supervision than less-proven team members.

6. Micromanagement works in the short-term.

It’s always easier to personally make a decision or perform a task than to teach someone else how to do it. But this strategy causes you to plateau, and stunts the growth of others over the long haul; you become overwhelmed doing too much personally, and others never get to try new things or venture beyond their comfort zone.

7. Micromanagement is rooted in pride and to a large degree, insecurity.

Micromanagers feel that if someone else performs tasks or makes decisions without their involvement it makes them less important. They may also feel that “if they want it done right they have to do it themselves”, overestimating their own abilities while they sell short the potential of their teammates.

In summary, micromanagement overwhelms you, demotivates others, and creates an oppressive culture.

Face it: if you’ve hired people who must be micromanaged that’s your fault; if you don’t train people to do their jobs more independently, that’s your fault; if your ego doesn’t allow you to empower others, that’s your fault. Are you seeing a pattern here? The good news is that you can fix what is your fault. The bad news is that most micromanagers are too full of themselves, or busy doing everything themselves, to even bother trying.

About the author

Dave Anderson

Dave Anderson

Dave is president of Dave Anderson's Learn To Lead, an international sales and leadership training and consulting company. Prior to beginning Learn To Lead, Dave enjoyed an extensive and successful career in the automotive retail industry. Dave has conducted thousands of leadership workshops, authored several books on leadership and is a regular contributor to our Up to Speed blog.

Permanent link to this article: http://blog.ncm20.com/2015/06/building-a-high-performance-culture-part-21/

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