Every manager, novice, competent, or world-class in proficiency, has struggled with oversight.
Everyone from the CEO down to a brand new manager has wrestled with how tight to hold the reins or how much slack to give a team member. The reality is there isn’t only one approach that works consistently across every situation. With one exception, accountability must be included, and micromanagement must be avoided.
Great leaders know accountability must be included and micromanagement must be avoided.
Accountability and micromanagement, while similar, differ in their approach and impact on employee engagement and productivity.
What is Micromanagement?
For the sake of clarity, let’s clarify what micromanaging means. Webster defines it as; “with excessive control or excessive attention to details.” One of my favorite books, Reset, Dan Heath put structure around it, “Micromanagement is a toxic combination of excess processing, too much management per unit of work, and non-utilization of talent.” He continued, “Oversight isn’t bad, but it’s the dose that makes the poison.”
Oversight isn’t bad, but it’s the dose that makes the poison.
Micromanagement has a negative connotation both in the marketplace and to employees because it limits the autonomy to complete jobs or tasks, which demotivates team members.
Stefani Costi wrote in her post on LinkedIn, “Micromanagement at work isn’t a reflection of your abilities. It’s a sign that the manager has control issues and deep insecurities.” It’s often driven by a hunger to control and led by a fear of failure and arrogance.
Check out this recent video about Brian Chesky , the Airbnb CEO, who I think a lot of his leadership.
One of the biggest problems with micromanagers is that they focus on what is minor instead of what’s major. They lean into their preferences instead of performance.
How Accountability Is Different From Micromanagement
Accountability is one of these words that has been hijacked. I define it in Building the Best and Accelerate Leadership as; the obligation of an individual or organization to account for its activities, accept responsibility for them, and disclose the results in a transparent manner.
It is the obligation of leaders to account for their actions and the actions of their people.
Instead of thinking about accountability as something you do to someone, think of it as something you do with someone. The best leaders understand accountability as a collaborative process that continuously creates more positive behaviors. Something sustainable instead of something temporary. But since human beings are flawed and make mistakes, accountability isn’t something you do with someone one time; it’s something you do in perpetuity when it’s required.
Accountability isn’t something you do to someone, it’s something you do with someone.
Making accountability a central part of your leadership and team performance requires clear standards and mutually agreed-upon expectations.
How to Choose Accountability Over Micromanagement
- Start with Yourself –All accountability starts with someone willing and able to hold themselves accountable first. Look inward often and invite accountability into your journey.
- Set Clear Standards and Mutually Agreed Upon Expectations –You would be upset if you got pulled over for speeding and there were no speed limit signs on the road at any point. Ensure the team fully understands the standards of performance, why they matter, and most importantly that they are bought into them.
- Teach, Coach, and Develop– Assuming people can meet or exceed the standards without teaching, coaching, or developing their skills would be poor thinking. Making coaching a part of your daily actions to upskill your team members and help them reach their potential.
- Transfer Ownership– Once someone proves they have the skillset and heart set for meeting or exceeding the standard because of the time you spent coaching, it’s time to transfer ownership of both the tasks and the results. If ownership isn’t transferred, micromanagement is likely.
- Give Real-time Communication– Waiting to give feedback for failing to meet the standard or refusing to give recognition when someone exceeds expectations is a certain miss. Provide realtime communication to inspect what you expect.
Final Thought
Oversight is good, excessive oversight is bad. Accountability is positive, micromanagement is negative. The wrestling match of what’s enough vs. too much is more art than science. I hope some of these ideas will help you be more effective in your leadership.
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About the Author: John Eades is the CEO of LearnLoft and The Sales Infrastructure. He was named one of LinkedIn’s Top Voices. John is also the author of Building the Best: 8 Proven Leadership Principles to Elevate Others to Success. You can follow him on Instagram @johngeades.