Micromanagement-An Irritation
During a recent
interaction with a group of young employees at a company, we discussed their
likes and dislikes in the workplace. A common dislike expressed by many was
micromanagement. When I asked them why they disliked it, they explained that it
creates unnecessary pressure. They feel that frequent follow-ups distract them
from completing their tasks and indicate a lack of trust from their managers.
After the training session, I reflected on this feedback and considered how I
could help managers reduce their micromanagement tendencies.
This contemplation
led me to write an article titled "Micromanagement: An Irritation."
Before we explore ways to minimise micromanagement, let's first understand what
it is. Micromanagement is a management style characterised by excessive control
and close supervision of employees' work processes. A micromanager doesn't just
assign tasks and expect results; they insist on being involved in every small
detail, constantly checking in, and requiring approval for even minor decisions.
Micromanagement often stems from a lack of trust, which itself arises from
insufficient understanding of subordinates.
To reduce
micromanagement, we need to strengthen our engagement with employees,
understanding their needs, preferences, challenges, and goals. This meaningful
engagement will facilitate better delegation. If we identify that a subordinate
lacks certain knowledge required for a specific task, we can provide the
necessary training before delegating the task. Such actions will foster trust
and help avoid micromanagement. When delegating tasks, it’s helpful to define a
timeframe for reviews to prevent micromanagement. Keep in mind that neither
party enjoys being managed; we prefer to be led.
Micromanagement is
not a pathway to effective Leadership development; it will result in a dissatisfied
and disengaged workforce. The goal of working people should not be to control
them but to empower them as leaders.
M.L. Narendra Kumar
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