You made
great recruiting plan, made great hires, provided the
best tools and training. Your team is a model they're
professional, diligent and motivated. They only have one
problem - You.
You simply can't let them do the jobs they were hired
for. It goes by the polite term of
micro-management, but really it's just meddling. make no
mistake it is a serious problem. Not only is it a morale
killer, it may send many of your more talented hires on
to less intrusive destinations.
I have had the luxury of working for bosses that never
got involved in the details to those that had to know
everything. Stating that the need is to "stay informed"
or "be in the loop" doesn't make it any better. You
really can trust these people to do there jobs. Take a
moment to read over the following suggestions and see
where you could make changes.
1.Understand why you're doing it.
Take a few minutes of introspection and think about the
reasons why you can't leave your people alone. It may be
that, deep down, you don't trust your staff — or perhaps
yourself. it may be that you really don't understand
what is going on and hope that enough interaction will
make you more comfortable. Look for the deeper reason.
2. Be more boss like.
Employees are paid on to produce additional r value to
the company," Managers are rewarded for making
other people more productive rather than producing
yourself. No matter how good you are at a particular
task if you are a manager you have to let go of certain
task. Chances are you aren't really helping anyway doing
it your way may overly complicate what is a smooth
operation. Park your ego and let someone else have there
turn.
3. Have you
walked in there shoes.
Too many managers were fast tracked up the corporate
ladder and may have never really endured a meddlesome
boss. Your perspective may need to shift to the other
side before you call that next meeting. You may have no
idea of the time and complications involved in what
would seem to be a simple task. Your opinion of the job
balanced with nearly any performance would seem
lackluster. Understand the fundamentals of the job
before jumping in.
4.Understand the distinction between helpful and
meddlesome. Trying to get
the micro-management monkey off your back doesn't mean
abrogating all contact. As the person in charge, it's
imperative that you know how things are progressing. But
knowing what's going on is not the same as riding
shotgun on every picayune decision. Stay informed, but
separate those bits of information that warrant some
response on your part from those that are purely "FYI."
