If you’re hiring the wrong people, you may find it necessary to micromanage their every move.
If you’re hiring the right people and still trying to micromanage their every move, prepare to watch them walk out the door.
The difference between managing and leading
If your leadership team truly wants to manage every tiny task and detail, then you should only hire employees who are happy doing what they’re told and not thinking about it too much. These folks will gladly trade hours for a paycheck and meet the minimum expectations of the job, and they can handle constantly being told what to do and how to do it. Meanwhile, you should refer to your leaders as managers, because that’s pretty much all they are doing.
Leaders who don’t want to get bogged down in the smallest of details and would rather take on higher level issues and responsibilities need to hire independent thinkers. These are people who like to do research, come up with new ideas, and put them into practice. These kinds of staff members won’t react well to being micro-managed. They crave big-picture thinking and strong leadership.
Trust your hiring decisions and your employees
If you’re hiring additional people, it’s probably because you’re growing. If that’s the case, you don’t need your leadership spending all of their time managing every project and detail. You need them to take on the more complicated issues associated with business growth and development.
It’s leadership’s responsibility to set the vision and ensure the company stays on target. To accomplish those goals, you’ll need to hire competent people who believe in your company mission and who you can trust to do their jobs exceptionally well. These employees should bring capabilities that compliment currently existing skills and knowledge in the company. They should be welcomed with great enthusiasm for the fresh perspective they bring and their willingness to jump in and do these new jobs with enthusiasm.
The key to success here lies in allowing these folks to take ownership of their new roles. Instead of managing their every move, let them help you determine the best path for turning your vision into a reality.
When you create new positions or bring on new people, you should be looking at them as content-area experts who can help you achieve your company goals faster and more effectively. If you’re not getting that expert–level advice and instead find yourself micromanaging them and their activities, then you need to go back and take the micromanagement test:
Did you hire the wrong people? Or are you micromanaging the right people to death?
Adapt your management style to fit
You hired each of these individuals for a reason— or lots of reasons! Once they’re onboard, you need to be able to let go of some of the little things and rely on their skills, knowledge, and insight to help create a dynamic team that everyone is excited to be part of. If you’re having trouble doing that, it’s time for a little self-reflection.
Re-evaluate your organizational goals and strategies and be honest about your management style. Is it serving your purpose or holding you back? Are you drawing great employees to you or inspiring them to look elsewhere?
Hire talented people and then let them do what they do best. Not only will you help your business get better, you’ll save yourself from the time consuming job of constantly looking over everybody’s shoulder.