Micromanaging Undermines Your Success as a Manager

Micromanagers tend to think that managing is all about pointing out the mistakes of their subordinates, making minor decisions for them and, in some cases, even doing their thinking for them.  While this kind of behavior makes micromanagers feel like they’re in control, in reality it actually undermines their success for two very important reasons:  First, employees resent being micromanaged and react by applying less effort toward performing their jobs, stop making suggestions on how to improve things and, the better performing employees eventually move on.  All this goes to lower the performance numbers against which a micromanager is evaluated.  Second, micromanagers send a very clear message to the managers above them that they are not ready to manage at the next level because they haven’t learned how to delegate or empower their subordinates.    The lesson here is if you want to move up in the managerial ranks, avoid micromanaging like the plague.  Instead, get to know your subordinates, empower them and then get out of the way and give them the opportunity to make you a successful manager.

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About Ross Reck

Who am I? I am the author of The Engagement Formula, Turning Your Customers into Your Sales Force, The X-Factor and my popular weekly newsletter: Ross Reck’s Weekly Reminder. I'm also the coauthor of Instant Turnaround!, REVVED! and the best selling The Win-Win Negotiator. I've also spoken at hundreds of meetings, conferences and conventions throughout the United States, Canada, Latin America, Europe and Asia. My consulting clients include Hewlett-Packard, John Deere, American Express, Janssen-Ortho, Inc., Shire Pharmaceuticals, Philip Morris International, the Chicago Cubs, Rolls-Royce and Xerox. I received my Ph.D. from Michigan State University in 1977. From 1975 to 1985 I served a Professor of Management at Arizona State University. During my career at ASU I was the only two-time recipient of the prestigious “Teaching Excellence in Continuing Education” award and was identified by the university as an “Outstanding Teacher.” In 1985 I left my position at ASU to search full-time for a new "Management Model" to replace the current model with it's emphasis on authority, control and formal communication channels. Last February, I found it (it's actually a leadership model) and it's featured in my new book, The Engagement Formula: Three Simple Steps that Guarantee Full Employee Engagement.

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