How do I avoid micromanaging? Someone suggested recently that I spend too much time plugging holes and fixing problems. I thought it was my job as owner to ensure things run well. I’m not my staff’s backfill; they are my backfill. Can you help me get my head around this change?
Thoughts of the Day: Avoid micromanaging. A pyramid cannot stand on its point; it needs to stand on its base. Build your pyramid by building a group of strong, cross-supporting people under you. Expect people to help each other become leaders. Unleash results that come from people who willingly deal with difficulties and challenges. Take the weight off your shoulders by stepping back.
Avoid Micromanaging
Think of your company as a total structure made up of individual blocks, built up from foundation to pinnacle. No one block could hold up the entire structure, but when set together in a common structure, interlocked, cross-supporting, they create one of the strongest structures on the planet — a pyramid.
Give people more opportunity to come up with answers, not less. Give them more room to crack open problems, inspect details and learn by making mistakes as they strive to develop winning solutions. Hold everyone, individually and as teams, accountable. If they come to you for answers, provide guidance but challenge them to develop their own solutions.
Your goal is to have a group of people who see themselves as colleagues serving a common mission, each leading in their own way while collaborating to achieve common results. Build a team of people who are ready to lead and able to back up each other. That gets you free from the drudgery of the day to day. That means more time for you to work on the strategic opportunities and long-term development of the business.
Focus on the big picture
Develop leaders by treating all the people in your company as leaders. Foster leadership by giving people control over decision-making. Ask people to brainstorm together how to get the company where it needs to go. Put everyone in charge of protecting and nurturing the organization’s future. There should be no more looking to one person for a solution.
Make it clear to everyone that they are in it together. If they work as a group, collaborate and support each other, they will tackle more issues, identify more opportunities and come up with better overall solutions.
When team members back off of a problem or get stuck, have them reach out to each other rather than coming to you for the answers. Facilitate conversations, if necessary, by asking team members to gather. Instead of playing a director role in the conversation, sit back and watch how the dialogue unfolds. Ask pointed questions if you think the group may be missing something: “What about … ?” “What if you tried … ?”. Then back out and let the team work on solving the problems.
Delegate the right task to the right people
Do provide an overall framework: “We need to be on a mission this year to achieve a, b, c.” Then ask everyone to come together to create their plan, detailing the goals and actions they believe will lead to the accomplishment of that mission. Think of it as laying out a challenge, and let the group formulate how they think that challenge can best be met.
Encourage people in the company to form many teams, or mini pyramids, breaking down barriers to cooperation and collaboration, in order to accomplish the work ahead. People working across disciplines can often solve problems that people in silos can’t even begin to understand.
Looking for a good book? A Team of Leaders: Empowering Every Member to Take Ownership, Demonstrate Initiative, and Deliver Results, by Paul Gustavson and Stewart Liff.
