The consequences of micromanagement

For this first post I got inspired from a statement by Gerry McGovern, whose book “Killer Web Content” I have just finished reading (read more).

Gerry says:

“Don’t micromanage. Apple, Disney, were all places where great collaborations occurred. Many of these collaborative efforts had difficult leaders; however, one thing that most of them didn’t do was micromanage. They tended to select great people and let them at it. If any of them didn’t meet the standards expected, then the got bawled out of it, of course.”

and I couldn’t agree more.

Managing a team of many, I can surely say that micro managing would rapidely cause a massive disaster, both in terms of organization and in terms of relations.

Micromanagement, in short, means:

1) I don’t trust the people in my team

2) I don’t want to trust them

3) I dont’ want to teach anything to them; I believe my knowledge has to remain MINE forever

4) I will never be able to see the big picture, as every manager should do: I’m wasting to much time in checking every small detail in other people’s work

5) I don’t realize that people hate working with me and that my attitude is just invasive.

How do you think Heads of huge companies can manage the stress of leading thousands of people and still get to sleep as “children”?

Building a “chain of trust” is the only answer.

Management is just a question of trust.



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