Micromanagement may not seem like a big deal. So you’ve got an attention to detail and a penchant for excellence. How is that a bad thing? Shouldn’t you be praised for your exceptional effort? Not quite, says recovering micromanager Stu Coleman in an article by Sharon Florentine for CIO.com.
The Bane of Business
How damaging is it? – Fatally damaging, according to Coleman. It shatters employee morale, stunts productivity, and creates a risk-averse culture that vaporizes and persecutes innovation. In short, a micromanager with a fair degree of influence at a high-enough level can cripple an entire department or an entire company.
The worst part about being a micromanager is that it’s easy to justify your behavior in the short-term. One can always fall back on claims of being invested in the interests of the business, or of taking on “sensitive” or “crucial” components that simply can’t be done the wrong way. The truth is a lot harder to swallow.
How to Fix It
Micromanagement is like an addiction. As with any addiction, the first step to recovery is to admit that you have a problem. If you’re taking tasks that are below your pay level instead of delegating to others, it’s affecting you negatively by creating stress and robbing you of time. Once you’ve admitted that this is a problem, find ways to become conscious of the behavior. Enlist the help of others if necessary.
Improvement may require a few steps backward. If you’ve micromanaged a group of people over a long enough period, they’ll respond to their newfound freedom by making a lot of mistakes until they get used to the idea of having more control in their affairs.
Read the original article at: http://www.cio.com/article/2889159/leadership-management/it-leadership-signs-youre-a-micromanager-and-how-to-stop.html