Are you a micro-manager or micro-supporter?
A leader recently admitted that she did not stay close enough to a new leader and let them make decisions that were harmful to the business. Her thought was that she needed to direct the next person more in the beginning. Expensive lesson, and one that will make her a more effective leader.
Micro-managers . . .
- Direct the work even if the person has (or should have) the capacity to do it.
- Sometimes say (and always think) “If I want it done right, I need do it myself.”
- Consistently lose the people who want to lead and keep the people who want to be told what to do.
- Are either over-involved or not involved – they have no self-control for meddling.
Micro-supporters . . .
- Ask for the details of the plan because they either, a) Are building confidence in someone’s decision or, b) Want to see the details so they know how they can help.
- Frequently meet with their people to brainstorm, problem solve, and delegate.
- Know when to say “I need to take this,” and don’t do it often.
- More often say – “Let’s work close on this one because it will be good learning for you and me, and it is important enough that two brains should be working on it.”
- Have teams of loyal, hard-working, energized people that know they have a great leader and don’t want to leave.
If you are not sure which one you are, just look at your teams and the significance of the problems that get solved when you are not there.
The good news is, you can change. Pick someone who gets their job, wants their job, and has the capacity to do it and do more. Tell them what your intent is (support vs do their job) and ask for help. Then start practicing.
If you don’t get what it looks like, read the New One-Minute Manager by Ken Blanchard. Then start practicing.