Most managers operate using two divergent principles: one is to micromanage, and the other is to assign tasks and walk away, leaving employees to fend for themselves. Neither approach is effective in generating the high-level of productivity that

the Knowledge Economy teams are required to produce. Instead of taking either approach, managers need to find a middle ground that allows them to effectively manage performance, while helping employees continue to develop.

 
You’ll find micromanagers everywhere — particularly among recently promoted front-line leaders who believe no one else can do the work as well as they can, and that they can do it perfectly. So although these supervisors may ostensibly delegate a task, they continue to micromanage by reviewing every iota of work produced to make sure it is done to their exacting specifications.

 
This scenario effectively cripples any employee’s ability to learn and grow in the job. Furthermore, by micromanaging the work of the employees, the supervisors don’t have time to get their own work done. As a result, the department and the company suffer.

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