It seems as if I’m always learning something more about leadership. If there is one thing about leadership that I learn almost everyday it’s that I have a lot to learn when it comes to leading.
If you’ve read this blog for any length of time you’ll know my thoughts on micro-managing. It does great harm, to the person being micro-managed, to their organization, and even at times to the micro-manager.
People resist being managed and they super resist being micro-managed. Micro-managing causes the micro-managed person to feel that they are not trusted even though that’s often not the case. Many times a micro-manager trusts their people and believes they are actually helping them. It’s not meant to be hurtful, it is in fact meant to be helpful.
Regardless of their motives micro-managers are not helpful in the long-run.
I am a firm believer in delegating tasks and empowering your people to take the reins. Let them work through the details and learn more than they ever would by being micro-managed. In the long-run it could be better for the organization.
You can delegate a task but as a leader you cannot delegate the responsibility for it being successfully accomplished.
Which brings us to what I’ve learned lately. Given the choice between a well meaning leader who micro-manages their people, or a well meaning leader who empowers their people with little or no supervision, I’m going with the micro-manager every time.
Despite my recent discovery I still refuse to acknowledge that micro-managing may have a place in the development of people. So I’m going to coin a new term and call it micro-leading. Here is the difference between micro-managing and micro-leading.
If you’re closely managing someone only for your benefit or for the benefit of the organization then it’s micro-managing. If you’re closely supervising someone for their own development and learning then it’s micro-leading.
Why you do something matters. Motives matter.
Now, for those of you who think that the leader who sets their people free to find their own way has terrific motives I would say that you are likely correct. Except that successful leadership requires more, much more, than pure motives.
Authentic Leaders cannot risk the good of the many for the development of one or even several people. Their first responsibility is to the entire organization. That requires them to find the balance between too much supervision and too little. Because of that awesome responsibility to the many I would have to suggest erring on the side of too much.
It’s great when a leader can trust the judgment of their people but leaders must also understand that good judgment often comes from experience. If your people lack that experience then it’s not micro-managing to question their judgment, it’s micro-leading.
Authentic Leaders “loan” their experience to their people until they have enough experience of their own. It’s only then that an experienced leader will allow them more freedom to use their own informed judgment to make great decisions.
The good of the many must be foremost in the mind of a leader. It may cause the development of future leaders to be slower than they would like but if you’re in it for the long haul it’s the only way to go.