The Dreaded Word
Of all the words in the business lexicon “micromanagement” gets the most allergic reaction, even from those who do not experience it first-hand. And, from those who actually do the reaction to this word is nearly universal in its tone and the associated emotion. Compounding the confusion are the oft-conflicting words frequently associated with its use: delegation, empowerment, interference, and being “hands-on!”
So, in this blog I am going to make an attempt to disabuse this notion of micromanagement and share my perspective on it when it is required in a strategic sense. Although this connection—and the blog’s heading—may appear oxymoronic I hope that this blog will make it clear. This view may also help those going through job-selection interviews where they are often asked the question about being hands-on, where their response my be misinterpreted as being that from a micromanager.
When it comes to working with visionary leaders like Steve Jobs, Tony Hseih (Zappos), Mickey Drexler (J. Crew), and Ray Crock (McDonald’s) there is a certain sense of a committed vision that they bring to the business they lead. To them their view of what needs to happen is so clear that it is difficult for them—or for anyone—to articulate in words their view of how things need to do done to achieve their vision. So, working with them it is normal for those around them to see an obsessive-compulsive approach to getting things done their way with their uncompromising and implacable passion.
Passion Vs. Control, a Problem?
Ray Crock of McDonald’s was fanatic about clean kitchens and overall spit and polish around his restaurants. So much so that even as a CEO with thousands of outlets under his leadership he was known to show the kitchen staff how to clean a grill properly.
Is this micromanagement?
I think not. Because it is these simple acts of showing first-hand what a clean grill means to you that creates the culture of having the right standards—and mindsets—which are then easy to scale. Word-of-mouth spreads rapidly when such episodes occur and employees talk about them to create and spread the right culture, often becoming legends in their own ways. This is why such acts of leadership are NOT micromanagement.
So, how do we do this strategically, such that micromanaging something to the nth degree gets you the results you desire without alienating the teams that work to deliver and execute your message, and doing it enthusiastically?
In today’s management zeitgeist everyone is told that to be a successful manager you must learn to delegate, so that you have time to do the real management work: Lead, Plan, Organize, and to set up Controls. As you move up the chain of command there is a prescriptive standard of how much of your time must be spent on doing management work and how much technical. In the case of Ray Crock’s style showing the kitchen staff how to properly clean a grill would, in this context, be a component of technical work, a bête noir in B-school classrooms! In my view when it comes to doing the right technical work there is no limit to the time you must spend to get it right as long as it supports the vision that you espouse in your business.
However, when it comes to setting a leadership vision (a different dimension altogether) such examples are highly leveraged and prized demonstrations for creating a leadership culture that differentiates a business from others and sets the tone for its value throughout the organization. This is what I call strategic micromanagement that transcends the everyday notion of how such behavior by a manager can actually benefit a team, the organization, and the business.
Now the Solution
So, at the commissure of management and leadership, in this context, there is no dichotomy between delegation and micromanagement. But, the problem arises when insecure, mediocre, and controlling managers take license in micromanaging their employees just because they can, to the detriment of their team, organization, and business. Creative team members find such style suffocating, stultifying, and toxic. The challenge here is for them to differentiate a style stemming from a compelling vision the boss has that sanctions them the right to be obsessive about their desire to be perfect and from those who micromanage merely because they want to control every action that people reporting to them are engaged in.
The best antidote for toxic micromanagement is to first recognize the intent of this behavior and then to have a personal discussion with the manager who is sucking the oxygen out of your work by micromanaging you. No one is going to admit that they are a micromanager (so, don’t even start a refutable dialog by bringing this up as that with your manager). The best way to conduct such a dialog is to objectively discuss with them your preferred style of producing the best work and asking them to letting you do just that. Reminding them every now and then how it is interfering with your productivity and a way to have any fun in your job can be a good approach to getting the freedom you need to do your best in your role.
So, when an interviewer asks you if you are hands-on and how much, smile first, and then respond by saying, Yes, I am quite hands-on, but I am not a micromanager. Once I set the context for the work that needs to be done I get involved only when I know that the team member is in trouble or that they can do a better job by seeking my help.
Good luck!