Scopri se sei un Manager (vero) o un “micromanager” 2
Scopri se sei un Manager (vero) o un “micromanager”
7 Novembre 2022Sai se sei un/a micromanager? Oppure: le persone con cui lavori ti considerano un/a micromanager? Quindi, anche se tutti concordano sul fatto che i micromanager sono poco validi, nessuno è disposto ad ammettere di esserne uno.
Eppure ci sono!
In effetti, un recente sondaggio ha scoperto che il 59 % dei dipendenti intervistati credeva che il loro capo fosse un micromanager. Quindi, se la maggior parte delle persone crede di essere guidata da micromanage, significa che ci sono buone probabilità che la maggior parte dei capi abbia tendenze simili al “micromanager”. E tu?
Ecco cinque domande da porre a te stesso o alla tua squadra per scoprire se sei un micromanager.
(PS: puoi anche usare questi Q per capire se stai lavorando bene oppure no)
Question #1: Do you have a long list of pending approvals and decisions that are waiting for your action?
Part of every manager’s job is to review their team’s work, make decisions and approve proposals and expenses. But just how many approvals are in the queue is up to the style of an individual manager.
Micromanagers tend to become bottlenecks. They want to review everything in-depth before signing off on it and, as a result, they leave people waiting and wasting their time in the process. Which can leave a team feeling like they’re constantly bouncing between “hurry up” and “wait.”
Bosses that manage appropriately empower their employees by communicating the standards they want them to reach and showing them how to demonstrate they’ve met those standards.
Now you might see having a long list of approvals as a symptom of your being overwhelmed rather than of your micromanaging. But you should investigate — if you feel overwhelmed and your team appears bored, frustrated or burnt out, it may be because they feel micromanaged by you.
Question #2: Do you react to poor performance by setting a new policy?
Across every team, there’s a range in performance. Even a high-performing team will have lower performing members. But how a manager responds to lower performance has a huge effect on the team.
Micromanaging leaders often respond to poor performance by implementing a new system that applies to the whole team. For example, let’s say one person was slow to reply to a message so the micromanager decides there’s now a teamwide “rule” that everyone must reply to all emails within 24 hours.
Bosses that manage appropriately look at each performer individually to see what they need to learn and what changes need to happen. But they rarely burden the whole team with new policies or systems to follow just because of one or two lower performers — they know better than to slow down the fastest runners.
But micromanagers do it so they can “be sure” it won’t happen again. However, the odds of it happening with high performers was low to begin with.
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