Getting out of micro management mode – Come along and enjoy the ride
There are five key elements to trust: They are sincerity, authenticity, competence, reliability and timely communication. Micro-management is very much at the opposite spectrum of these attributes. Micro managers have the hardest time with especially authenticity and sincerity. But trust is the omnipotent ingredient to leadership. Without trust there cannot be any leadership. Leading people is much more a process than a final result. Trust can only occur when a relationship has been slowly nurtured into existence by long term planning. “Trust is not deserved, it is earned” is what sales consultant and expert Jeffrey Gitomer wrote about trust in his book “Little Teal Book of Trust” (2008). No manager can expect to be trusted just based on a title alone. On the other hand, the manager must trust learn trusting his employees first – only then his direct reports will show the propensity showing trust in a manager.
This process of learning to let go of control and therefore trusting the employee to do a great job takes time and most of all planning on the side of the manager. It is a recurring theme that runs through leadership like a fine red thread: If you want to see a change in others, you must first be willing to change yourself. This is especially true when a micro manager wants for his employees to achieve and learn new skills. It takes ample time to change people and first the manager must first make the commitment to learning just as much and to be patient with his people who probably need some time to achieve these goals (Maxwell, 2005). Impatience kills trust in an instant as does not trusting employees enough for placing them on a pro-active training and goal setting time table.
One certain way out of micro managing is to focus on becoming a master communicator. Mistrust leads to issues in the flow of information, because most managers with trust issues would rather keep the information to themselves and not delegate any work either. This is all poison to any organization. It takes a great sense of organizing skills for a manager to find a way out of the downward micro management spiral. Once the manager trusts himself enough to trust others weekly and perhaps even daily scheduled or impromptu meetings with staff helps breaking the mold. Organizing information should automatically trigger the thought of delegating as many day-to-day tasks to employees who either have the skill set or the responsibility to doing them anyway (Prosen, 2008). This shows trust to the employee and can now reciprocate this with the manager who will be able to tend to more managerial tasks – imagine that, more time for organizing things.
Being able to lead people may be something that comes easy to some people. That does not mean average managers or even micro managers cannot improve because they were not born with these skills. Achieving the first step of trusting yourself is most important as it is the jumping board for being able to genuinely apologize for any bad decisions, which in turns provides the necessary feedback to the employees that it is ok to make mistakes. By not including team members in the cause and effect cycle, the managers will most likely promote long term distrust and thus disengage them from team and company goals. The reversal of this issue is just as easy: When making the mistake of not having involved the team in the process, apologize genuinely and timely (Maxwell, 1998). It will re-engage people almost in the short and long term.
Finally there is a solid case for developing a sense and company culture of trust. It comes down to the almighty financial rock bottom Dollar. In a recent Gallup poll the cost for lost productivity and employee disengagement has been around $300 billion in the United States of America alone (Wagner, 2006). Controlling people is all but impossible, but that is not true for controlling the cost and reviewing and managing the engagement and communication with them.