Insights 25: The cost of ego and micro-management

Edition 25:  27 October 2022

Thoughtful quotations:

“I’m not bossy, I just know what you should be doing“ FunnySociety.com
“When you don’t do it, you’re lazy, when your boss doesn’t, he’s too busy” Anonymous
“Submit your ideas to me today, so they can be mine by tomorrow” Office Politics quotes

Context for reflection:

Micro-management is alive and well. It is despised by your people.
These somewhat sarcastic quotes show the vulnerability of many a manager’s ego. Employees having these thoughts, check out quicker than we think.
Most of us have experienced managers in these spaces. Funny thing, it could be you or me. But ask managers what their roles entail, and all the right words emerge like, leading by example, empowering, supporting. We know what we should do.
Some managers remain excellent “doer’s” or have a perception that we do it best. This masks the ability to see the potential in the team. We don’t really want to let go, and our egos may seek the credit.
Many managers discount their people. Why? It gives them the chance to continue being busy doer’s and pat themselves on the back. These managers fail to realise this reflects directly on their leadership capability.
Note: teams avoid responsibility where they sense micro-management, discounting of their capability, or that you are too busy (especially where you are doing their work).
The reality is that we need to lead with the truth (truth of team and individual requirements), followed by genuine and close support (open support, not micro-management). This develops the trust that will improve accountability. As these values (truth, support, trust and accountability) work together, so the individual and team’s energy and focus will improve.
Through furthering the team’s growth mindset, we will improve sustainable results, allowing the leader time to think of and manage the future of the team.

A few question to contemplate:

• How well does your team understand vision, direction, priorities, needs and requirements?
• How much credit do you give your team when things go well?
• How good are you at looking in the mirror when things go wrong, not blaming the team?
• How much time do you allocate to telling the truth and supporting your team?

Drafted in all humility as I continue my journey of discovery. It is indeed challenging, with so much to remember and learn.

Attend the Insights Leadership programme and explore these important aspects of leadership.

Andrew Pons

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