Let It Go: How to Stop Micromanaging and Start Growing by Christine Perkett at Engage 2016
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This document discusses how to stop micromanaging and start growing. It begins by outlining some common causes of micromanaging like insecurity, lack of trust, and need for control. It then provides signs that one may be a micromanager, such as knowing all project details or finding it hard to delegate. The document argues micromanaging decreases morale and stifles growth. It then offers cures like hiring the right people, assessing leadership skills, building communication, empowering others, and improving processes. The ultimate benefit is happier employees and more time for business growth.
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Let It Go: How to Stop Micromanaging and Start Growing by Christine Perkett at Engage 2016
- 1. Let It Go How to Stop Micromanaging and Start Growing Christine Perkett, SeeDepth, Inc. cperkett@seedepth.com - @missusP
- 2. What Leads to Micromanagement? And why should you care?
- 3. What Causes Micromanagement? • Insecurity • Fear • Distrust • Lack of time • Lack of feedback • Quality concerns • Need for control • Poor training/documentation
- 5. How Do I Know if I’m a Micromanager? • Do you know all the details of every project your subordinates are working on? • Do you request to be CCed on every email? • Do you find it difficult to delegate? • Do you find yourself taking over responsibilities to “just get it done”? • Do you believe you care more than employees do? • Do you request multiple status email updates, meetings, or reports per month? • Do you believe you can do it…better? • Do you trust your subordinates to make important decisions?
- 6. While it may be faster to “just do it,” it’s no strategy for long-term growth and success – of the employee and of the business.
- 7. What’s So Bad about Micromanaging? • Creates a feeling of distrust • Squashes creativity • Decreases morale • Creates a negative culture • Stumps growth – yours, theirs, and the company’s
- 9. Nobody Wants Zombies Source: Creating Passionate Users
- 10. Is there a cure?
- 11. The Cure • Hire right: – My favorite question: “Are you an entrepreneur?” – Notice the questions they’re asking. – Dig into passion. – Ask for specific examples. – Provide a problem to solve. – Check “non references.” – Don’t be afraid to “test.”
- 12. The Cure • Assess your leadership skills: – Analyze your own performance first. • Ex: mindtools.com – Do you listen? – Do you lead by example? – Are you confident? – Are you patient? – Are you clear, concise, consistent? – Are you approachable? – Do you provide rewards and understand motivations?
- 14. Did You Know? Source: Entrepreneur
- 15. The Cure • Build a culture of communication: – Provide the right tools and resources. – Ensure feedback loops. • Including on your own methods – Encourage solution-based recommendations. • Problem suggestion – Follow up.
- 16. The Cure • Empower, entrust: – Start slowly; test run. – Think forward. – Invest in relationships. – Delegate and train. – Encourage and accept new ways/ideas. – Take a vacation? • Understand your value vs. theirs: – Ex: strategic planning vs proofreading a blog – Delegate/pass along.
- 17. The Cure • Improve reporting processes: – Request specific goals and metrics. – Be consistent; be explicit. – Use data – why is something working (or not)? • Don’t freak out if it doesn’t, but educate/inspire. • Make changes as appropriate – and invest in them.
- 18. The Cure • Position for growth: – Don’t disappear completely. • Some demand more “overseeing” but explain why. – Invest in ongoing training and coaching. • Consider a mentoring program. – Make career advancements clear. – Give them a stake.
- 19. Be a Leader, Not a Boss
- 20. Leaders • Understand what employees need. • Plan – and lead – into the future. • Make expectations clear. • Handle unexpected pivots with grace. • Give the benefit of the doubt. • Encourage, don’t criticize. • Ask for feedback – and take action. • Train, delegate, and create a chain of command.
- 21. Be the Duck
- 23. Benefits • Happier, more productive employees – New ideas, enthusiasm • Better employees – Impacting the bottom line • More time spent on growing your business – More proactive than reactive • Maximize and allocate resources appropriately. • Produce consistent results. • Create a positive, thriving workplace culture.
- 24. Growth "If an entrepreneur tries to do all the work himself, or micromanage the people he hires to do the work, he's limiting the growth of his company to a certain size." Christopher Collins, associate professor at Cornell University and director of the university's Center for Advanced Human Resources Studies
Notas do Editor
- Not only does it hamper your ability to focus on what’s really important but it eliminates big picture thoughts- and those are necessary for growing a company.
- You might deal with some mistakes as your team learns, grows and steps up to new challenges, but ultimately they will perform much, much better with greater accountability and less interference. Think of it much the same as you do raising a child – if you did everything for them all of the time they would never become fully functioning, independent adults. You have to let go!
- How can you give your people the space they need to succeed and learn? How should you prioritize what matters? And how do you get comfortable stepping back?
- This could be a an entire session in and of itself, but here are my key points in hiring right.
- Remember, there’s ALWAYS something more to learn – so also be open minded to new ideas.
- Understand motivation. Base pay is always a huge concern for everyone, but if salary is a major concern in your organization, no amount of recognition will make your employees forget it. And if your employees aren’t getting enough recognition for what they do, no amount of money can buy their loyalty. These polls tell us that salary and recognition are both top concerns simultaneously, and what’s needed is a nice balance between the two.
- Give them the psychological power to lead by NOT answering all their questions, but encouraging them to figure it out and suggest a solution. Don’t criticize if the solution isn’t right.
- Identify one employee you trust; assign a task and let him/her complete it start to finish. OR, Test run on a less urgent project. Recognize that your way is not the only, or even necessarily, the best way. Consider giving them the project when you step out for a few days. A great test of leadership is how well a team does when you’re gone and not providing 24/7 guidance.
- How should your employees provide status updates? Are there specific processes to use so you can easily check in? Keep them consistent – easier for everyone. Be explicit with your direct reports about the level of detail you will engage in. Don't freak out. Ex: I once had a manager who would freak out on us if an email had a typo, like a capital in the wrong place. take a breath and figure out a way to correct the situation if it’s truly necessary
- Don’t over correct by pulling away too much; it’s smart to give appropriate support. Help them problem solve- don’t do it for them, but work through it with them, encourage and empower them to find a right answer. If a junior person, explain why you are being so hands on – for HELP and GROWTH and FEEDBACK; not distrust
- I’ve always had the philosophy to start every manager to subordinate conversation with something positive about the employee first. There can often be a disconnect between what leaders intend and what the team is actually experiencing. Feedback is essential – you have to understand the impact you’re having. You can do so with a third party and allow anonymity for best results.
- Collins' research found that when a business had massive growth, one of the founder's biggest challenges was retaining the culture as a workforce increases from a few people to a 100 or more who the founder no longer sees or interacts with on a regular basis. "One of the challenges small-business owners face is they probably got out of a big corporate environment, or never got into it, because they didn't want a systemized routine," Collins says. "But a small business can never get to the next level unless the owner creates a formula that allows him to give up control and build up the skills of his workforce."