One of the things I frequently hear about is micromanagement. However, I don’t believe we have a shared understanding of what it really means. Is it always bad? When is it appropriate? When does it indicate a deeper problem that needs addressing?
So, what does micromanagement mean? Let’s begin by looking at what I consider “micromanagement.”
As expected, you can find no shortage of definitions on the internet. There are countless articles describing how to tell whether you are being micromanaged or are a micromanager. Good grief! I think we can look at this in a much simpler way.
Let’s define micromanagement as excessively monitoring or controlling the work that someone else is completing. The key word is EXCESSIVELY! That means over the top – in other words, beyond what is normally required to manage that type of work. It is more than just checking on status or gathering updates. While this working definition probably doesn’t meet an academic standard, it’s good enough for a production guy like me.
This is probably a good place for a reminder about how I defined manager in my previous blog, Manager vs. Leader. A manager, in my mind, is someone who ensures that the necessary steps are taken to keep the business running day in and day out.
Let’s break it down a little more: a person in a management position manages the processes falling under that role’s responsibilities to confirm three key things.
- First, a manager confirms the processes are followed consistently (process discipline).
- Second, the manager confirms the work is not deviating from the plan and, if there is deviation, determines why (which is problem solving).
- Third, the manager confirms those processes are delivering the product or service they’re supposed to (do what we said we would do).
In other words, managers ensure we meet our commitment as a company by using process discipline, and then problem solving when a process is not delivering what it should.
If you look at our company using the definition I just provided, then we should have a lot of managers ensuring that the business is succeeding. Each unit or crew has a deliverable that it’s providing – either internally or externally – and managers should be making sure that happens at the point of execution by supporting their teams.
Let’s use me as an example. When I’m in manager mode, I am ensuring that my team, made up of the people who report directly to me, is completing the tasks that I have assigned. My direct team is the Senior Leadership Team (SLT) here at BIW. The SLT is comprised of the Vice Presidents and a Director. This team helps me manage the business on a daily, weekly, monthly and yearly basis. But while they are VPs and a Director, I engage with them to manage the outcomes of their projects – to confirm the processes that they’re responsible for deliver the product or service we expect.
To do this, I use a variety of techniques like status meetings, following up at the project location, rolling action item lists and, last but not least, my trusty little green notebook. I have high expectations of our leaders. On a regular cadence, I check in with them to ensure that we are making the progress that I expect on our projects. Each person is different in how they carry out their range of duties and tasks, as you might expect. I may go in deep on some projects while others, not so much. Part of that checkup depends on who is managing the project and the performance he or she has demonstrated in executing what he or she has committed to do. In other words, past performance is a good indicator of how much I need to manage.
Occasionally, a critical or highly complex project – maybe one that has broad implications for the business or a significant impact on downstream processes – requires more hands-on management, but not everything is a critical project. In the case of a critical project, everyone knows it is critical, so the deeper level of a manager’s engagement is generally understood. In those instances, I do not consider a manager’s deeper involvement to be micromanagement.
For me, micromanagement is triggered by performance. At some point in managing my direct team, I may have to micromanage a person or project if it is not moving in the right direction, but it’s not my usual or preferred management style. If everyone is performing to expectations, then people and projects are managed, not micromanaged.
If I find myself micromanaging a person’s or an area’s projects too often, then I take a step back to look at the larger picture. If I need to micromanage frequently, then I have a different problem that I must address.
The same is true for any manager or supervisor at the point of execution.
In most cases, a manager will not want to micromanage a project because it takes more time for everyone involved and pulls attention from other important projects.
Let’s return to my summary of what a manager does: managers ensure we meet our commitment as a company by using process discipline and problem solving when a process is not delivering what it should. Micromanaging involves going much, much deeper into each of these areas, requiring that the people involved demonstrate that they understand the process, are following it and are problem solving when things are not going as expected.
Don’t confuse a manager asking questions about status or outcomes with micromanagement. A manager asking for status during the day – or even several times per day – is not micromanaging. It’s actually the manager doing his or her job. However, if the manager is camped out watching an employee’s every move, that probably rises to the definition of micromanaging.
I have outlined my idea of what micromanagement is and described instances when I micromanage and the reasons why I do it. Let’s talk about your situation before we wrap up this topic.
If you think you are being micromanaged, I advise you to first check your performance. Ask yourself the following questions: Are you doing what you are supposed to be doing? Are you on track with your project or work? Are you working a critical task? If you answer yes to any of these questions, then you probably are not getting unnecessarily micromanaged.
However, if you think you are, then have a conversation with your manager and ask them for clarity. Like everything, the way you approach that important conversation will determine the way in which you get answered. You might be surprised about the answer you get.
Remember, an open conversation with your manager is always a good thing.
See you on the deckplates!
Safely Execute High-Quality Work
Chuck
President, General Dynamics Bath Iron Works