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Executive Leaders: The Truth About Micromanagers
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Executive Leaders: The Truth About Micromanagers - Executive Leadership Articles

Executive Leaders: The Truth About Micromanagers

Executive Leadership Articles

Executive Leaders: The Truth About Micromanagers

In today's business world, it is important for Executive Leaders to know as much about every aspect of their organization as possible. But when being detail-oriented interferes with employees' ability to do their jobs, then it is time to step back and re-evaluate your management style.

What is "micromanagement?"
"Micromanagement" is generally defined as a controlling management style that spends too much time on details or "excessively sweating the small stuff." A manager's control over a subordinate's work is prioritized over the effectiveness and efficiency of that work.

If you often find yourself constantly second-guessing your employees, adjusting their work every step of the way or "hovering" in wait for something to correct, the truth is that you may be a micromanager. If progress and performance are less important than each step in the process, you may be a micromanager. If every single detail is "your way or the highway," you may be a micromanager.

Micromanagement can be damaging to an organization in many ways. By focusing on the minutiae of every worker's tasks, a manager loses sight of the company's overall goals. Employees can feel as if they are not trusted and their work not valued. Constant interference with employees restricts their ability to fully do their jobs, inhibiting their ability to feel fully integrated in the business. This can create a toxic workplace with poor morale and high employee turnover. Micromanagement can also undermine your position as an effective Executive Leader.

How to Avoid Micromanagement
1. Step back and re-evaluate yourself. What an Executive Manager may believe is "guidance" and "structure," an employee may find meddling and smothering. Be actively open to feedback and willing to allow your employees space to grow and breathe.

2. Re-focus on and review the main goals of your organization. If your business has strayed from its purpose, or if progress is delayed by meetings on the same issues and documentation of procedural details, look to the original goals of your company. Reinforce the parts of your management style that work toward those goals and step back from those that don't.

3. Be a leader, not a nitpicker. Sometimes being an Executive Leader means being a cheerleader. Encourage your employees by acknowledging their contributions and try to avoid checking up on them constantly. While supervision and critical feedback are part of management, show your employees you trust them and appreciate their skills.

4. Set clear boundaries and responsibilities for all employees, including yourself. You and your employees will feel more confident in carrying out your responsibilities if they are clearly documented from the start. Goals and responsibilities can change at any time, but make sure everyone understands what they should do. Put it in writing. In addition, make sure employees have the training and resources to carry out their responsibilities.

The mark of a successful Executive Leader is an organization that functions without undue interference from management. If you can avoid the pitfalls of micromanagement, your business can grow and flourish – not through your iron grip, but through the fostering of employee trust and clear boundaries.

 

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Executive Leaders: The Truth About Micromanagers - Executive Leadership Articles

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