I’ve never been a fan of micromanagement. In fact, I’ve written and educated lots of leaders in senior care about the dark side and negative qualities of being a micromanager. So, why am I now saying that there are times when micromanaging is an absolute must? Read on!
I just finished a very good book, Leadership Strategies and Tactics by Jocko Willink, a retired Navy Seal. In his book, Jocko stresses that while micromanagement is not the first option to turn to, there will be times when it is necessary to get the job done.
When an individual employee or a whole group is not doing what they are supposed to do, it’s time to micromanage, which is an “intense level of direct oversight”. Employees must be clear on their roles, goals and the big picture. They must be clear about the tasks they are assigned to accomplish.
Although intense oversight is involved, it must be done with positive energy that builds trust and relationships. If this level of micromanagement doesn’t work, it’s time to move on to the next step – employee counseling. This involves leaders being very honest and direct with their employees and literally saying “This is what I need you to do and here is how to get it done”. Sometimes it’s best to also show them and do the job so they see it for themselves.
After a while, follow up and see how they are doing. Be open and tell them that you are indeed micromanaging them, but it’s for a reason – to make sure they are doing their jobs well. This doesn’t have to last forever. Micromanagement is meant for short periods of time until real change is made. Once goals are met, leadership goes back to normal and no more micromanagement.
If and when employees backslide, turn up the micromanagement again. Be clear about expectations and consequences. If the employee repeatedly fails, there is only one final option – termination.
While I’m still not big on micromanagement, as you can see there are times when it can be effective. It’s a short-term tool and never a long-term solution.