“Stealing People’s Choices Is Wrong.”

Posted by jlubans on May 30, 2016

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I have a micromanaging friend; let’s call him Sam. He’s a boss and at the top of his field - well regarded by external peers - but I’d say Sam’s organization is working far below capacity. His inability to trust, his lack of confidence in subordinates is all-pervasive. One staffer likens Sam to Kim Jong-Un – the ultimate micromanager.
Over a period of years, many of this organization’s best people have gone elsewhere. Unfazed, Sam pats himself on the back; his people are in demand because of the high quality experience they have gained by working for him!
Perhaps worse, since everything has to go through Sam, a lot is left undone; new outreach programs, new uses of existing resources, remain in suspense.
I pick up on the notion that since he is not ever satisfied, that even competent staff do lackluster work; which of course fulfils Sam’s expectations. Why bother to do your best if whatever you do is always nitpicked to pieces?
I like Sam, he’s a good friend, but then I do not work for him. (By the way, most micromanagers are not likeable because their mistrust foozles relationships. And, some are mean and petty – they enjoy finding fault and taunting; Sam’s not one of those).
Were he to ask me for advice about improving his leadership I’d start the conversation with a valuable bit of democratic work place philosophy from Charles Handy: “Choices, in fact, are our privilege (our right), although they come disguised as problems, and stealing people’s choices is wrong.”
If Sam mulls that over and wants more, I’d recommend Rebecca Knight’s article from August, 2015, “How to Stop Micromanaging Your Team”.
Why is micromanaging harmful? Knight responds: It “displaces the real work of leaders, which is developing and articulating a compelling and strategically relevant vision for your team.”
In my experience, leaders who did this “real work” developed highly productive and successful organizations.
Ms. Knight prescribes several ways by which to bring about a change in how Sam looks at people and what he expects of them. She would ask: “What can you do to 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?”
She recommends “undertaking a cross-evaluation assessment.” Gather confidential data from your people—or better yet, have a third party do It with a guarantee of anonymity. What Sam hears may be sobering – remember the Kim Jong-Un comment? - “but it’s critical to understanding the broader patterns and reactions and the impact [your micromanaging has] on your team.”
Looking back on my own career, that cross-evaluation assessment would have benefited me, an extreme macromanager, (sometimes, “hands off” is worse than “hands on”!)
And, I could have been a better boss for my direct reports had I asked each of them these questions:
“How can I help you best? Are there things I can do differently? Are our overall objectives clear to you and do you feel you have the support and resources to accomplish them?”
I always assumed that my highflying objectives were clear to others. Bad assumption.
So, there’s a balance to strive for. Obviously the newbie employee needs direction and supervision, the veteran less so. It comes down to knowing when to let go. I do not know if Sam ever will know? Do you?

© Copyright John Lubans 2016


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