Delegate not only to get things done but also to grow skills and engagement
In a recent workshop, a senior leader asked me: “Luca, how do I know what is too much micromanagement?”
My answer started with, “All micromanagement is bad, but not doing enough management for fear of micromanaging is also bad.”
I then continued with three rules of thumb to differentiate between the two:
- Feedback on methods (how you would have done the task) is micromanagement.
- Feedback on outcomes (“That’s below standard” or “You crossed this boundary”) is never micromanagement.
- Clarifying what matters is never micromanagement.
Good leaders give extremely frequent feedback on outcomes, to catch misunderstandings early. This is critical, for a misunderstanding that goes on for days will inevitably become a source of frustration and perceived unfairness.
Conversely, bad leaders give frequent feedback on methods and/or infrequent feedback on outcomes.
Do not let your fear of micromanaging keep you from adequately giving your subordinate the information, direction, and feedback they need to perform at their best.
2. Just In Time
5. Core Values
7. Scoping
10. Spin-offs
11. Kaizen
12. PRE-mortems
13. Too much micromanagement or too little management?