The Ed Eppley Experience
The Ed Eppley Experience

Episode · 1 month ago

Am I A Micromanager?

ABOUT THIS EPISODE

No executive with whom I've worked has ever admitted that they were a micro manager. Likewise, when I've told them I had evidence that they were micromamaging, each one doubted the feedback. Simply said, even if we are micro managers, chances are we don't think we are. In this minicast I explore what it looks like, feels like and how we can rationalize why it's in everyone's best interests when we micromanage. Even if you aren't a micromanager, this will be a great minicast to share with your managers!

Welcome to the Ed Eppley Experience mini log let professional management expert Ed Epley inspire youth to take action on building a more sustainable, smart and healthy business. Hello everyone at Eppley. Back with another mini log, and today's mini log is entitled am I a micro manager? A couple of executives I've been working with we've had those conversations recently and it's caused me to do some thinking about, well, what is micro management? And so I looked up the definition of micro management and it's a transitive verb. First of all, it means to manage, especially with excessive control or attention to details. And I've come to the conclusion that one person's micro management is another person's being concerned. It could be you. I'm overly concerned about something that needs to get done in...

...the way that I wanted to. Therefore, I'm going to obsess about it in a way that gets in the way of you doing your job. Regardless, most people who are being micro managed don't like it, and most people who are doing the micro management I find, have a rationalization for why they do it. So I just wanted to talk a little bit about this today and give us some things to think about, so that we perhaps can have honest conversations with the people that either are micro managing us or that we are micromanaging, and hopefully minimize the uncomfortable nous that exists for both parties and those circumstances. If you drew a set of acts is going north and south and east and west the vertical one. I find that as you go up and the more I know about a topic, the more likely I am to micromanage. So the more I know what you're doing, the more likely I am to micromanage you. And likewise, as experience goes from no experience to how...

...experienced, I'm probably going to be less inclined to micromanage somebody. So when you're new at a job and haven't gained much experience about it, I probably am going to be biased to micromanage when I shouldn't, more often than I otherwise would if you had been doing that job for a while. So first of all, there are I think exceptions too. I won't always be a micromanager. But there's also another part of this that there's not only how much do I know about it, but there's also how much do I like the work that you're doing that, I might tend to micromanage. If I like doing that work, I'm probably gonna get involved in it in ways that I otherwise wouldn't, just because it gives me energy. A couple other reasons that you need to think about when why people micro manage. Number One, it's worked in the past. It's been successful when I've micromanaged. Now, I'm not saying it's not without consequence, but there's probably circumstances where having micromanaged produced at a great outcome, and so in my mind I see a direct correlation to being successful when I micromanage. Also, there's a fear of mistakes that...

...gets in the in the head of the person that's the boss. So I don't want to see a mistake made. I believe that the consequence of that mistake justify me getting involved in you doing the work. And while that may be true situationally, that there's a customer who's going to be offended or hurt by a mistake, the truth is most times that mistake is not catastrophic, and it probably the experience of that mistake would teach the other person something that they need to know to not make that mistake in the future, so it's actually holding back someone's development by not making the mistake. There's also the fear of looking bad, so I'm going to micromanage because I don't want the lack of results or the quality of the results to reflect poorly on me. And then there's also probably deep down in places we don't like to acknowledge, it might make me feel like I'm less valuable because I'm not involved in the work in the way that I perhaps have been in the past. I was trying to identify how would or what would be an indicator that I am a micro...

...manager. If if I was to think about one or two things that are present that would be good indicators about whether or not you actually are micro managing. Would be number one, morale of the people that you're leading. If you do very open, honest, anonymous kinds of surveys of people, they'll tell you if you're micromanaging. And you know, recognizing there's an extension that people who are micromanaged generally don't like it, and that means their engagement is not going to be as high as it otherwise would. So even if we're a great person, even if overall we're great boss. If we micro manage, we're probably gonna have lower engagement scores than if we didn't do it as much as we did. So today's request is thinking about to what extent are you a micro manager? And if you are, why are you doing it? And my belief is whatever the reasons you tell yourself why you are allowed to micro manage probably aren't accurate. You need to give those some consideration. That's it for today, It's mini log. I'll be back with another one...

...next week. Take care, H. Thanks for listening to the Ed Epley Mini loog. Visit www the Epley group dot com for resources, tips, Ed's latest blogs and a free assessment on where to improve your professional management skills. H.

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