We all know a manager’s core responsibility: fostering growth in their team. It’s about providing opportunities, encouragement, and challenging projects that build both skills and capacity. But there’s a crucial element – achieving this without succumbing to the dreaded micromanagement. Micromanaging – the bane of every employee’s existence. It’s the hovering, nitpicking boss who stifles initiative. Unsurprisingly, a recent tech worker survey revealed that 39% consider it the absolute worst leadership trait. Even worse, another survey found nearly 75% see it as the hallmark of a toxic workplace. Active Management needs to be explored for growth.
The management narrative, in response to this awfulness, has swung heavily towards the other extreme: Support, trust, freedom, and space. Thrive! Be limitless! It sounds fantastic, doesn’t it? But here’s the thing: we might have overcorrected.
Beyond the Passive Belayer
Imagine indoor rock climbing. You’re on the wall, secured by a rope leading to a belayer below. Their job? Keeping you safe.
A good belayer is constantly attentive, taking up the slack and ensuring the rope is taut. They don’t just catch falls; they provide the security that lets you take risks, constantly adjusting their support throughout the climb.
An overactive belayer yanks on the rope, disrupting your balance and hindering your learning. Similarly, a manager who constantly “sprays beta” – unsolicited advice on every move – is just as detrimental.
But there’s a far greater danger: the passive belayer. They set you loose, offer a cheer, and then disappear into their phone. This false sense of freedom is useless when you plummet.
Active Management is Not Micromanagement
Effective and Active management is a world away from micromanaging. Setting someone on a path and hoping for the best isn’t enough. You need to be actively involved but in the right ways.
Here’s how good managers support growth without micromanaging:
Provide Clarity:
Ambiguous tasks with unclear expectations are recipes for disaster. Define goals, motivations, and desired outcomes. This isn’t a one-time conversation; revisit it regularly as the climb progresses.Offer Access and Context:
Work can seem daunting from the outside. Demystify the project by providing access and context. Need to present to the CEO? Sit in on a similar meeting beforehand. This equips you for success, not spoon-feeds solutions.Make a Plan, Together:
Don’t just throw yourself at the wall. Collaborate on a plan – phases, milestones, potential hurdles. This isn’t dictating every move; it’s a framework for you to find your own solutions. Regularly revisit and adapt the plan as neededStay Engaged (Without Hovering):
Don’t confuse disengagement with empowerment. Regularly check in, assess progress against expectations, and adjust the plan collaboratively. Be their cheerleader, but trust them to climb the wall.The Takeaway
Micromanagement is the enemy, not supportive leadership. Be an active manager, providing the secure rope that empowers your team to take risks, learn, and grow. Stay engaged, offer encouragement, and celebrate their safe descent – with a well-deserved fist bump, of course.