Micro Managers at Work
Is it possible to have your guiding leadership style stymied by another team member? It is not only possible it is common place. I have been called in to assist many leadership teams who were doing all the right and empowering things, and yet obstructions kept finding their way across the group path.
Often I have been able to identify the obstruction and provide a new path that builds upon it, circumvents it, or in some cases removes it.
First, you must be able to identify the barrier. You may be surprised to learn that someone who was once the backbone of an operation has now become the blockage. This sometimes occurs in organizations which have experienced growth or sudden restructuring and an individual can no longer coordinate all the expanding activities. For a choleric who has a tremendous need for control of everything, this is a disastrous circumstance.
This may be the individual who works in every area of the group and knows no boundaries thereby appearing to be someone who is working hard to keep everyone moving, when in reality they are leaving little land mines of negative energy and depression as they travel about asking loaded questions and making demands for immediate action from those already operating at the optimum level of performance.
This is individual who is unable to delegate for fear someone other than themselves will receive credit.
This individual is interested in superficial perfection only. They are the epitome of a “mile wide and an inch deep.”
What preventative steps can you take with an individual who has control issues that are interfering with the success of your organization?
Well, if you have time to wait, they will eventually self destruct or get promoted out of your way. If not, there are a few suggestions you might wish to try.
1. Provide Control. This may seem counter intuitive but those who must have control are most comfortable when there are clearly defined limits of the areas they may control. Your task is to define those limits and realms of influence and make certain those boundaries are respected.
2. Responsibilities. Make certain the individual does not take on more responsibilities than they can efficiently handle. Otherwise you are damning the stream of work and forcing too much to channel through one individual. The rule of thumb is 5 to 7 areas of responsibility. Less than five and the problems of inactivity develop. More than seven and a bottleneck develops.
3. Team Development. Structure work to promote equal value and participation of all team members. This is an excellent eye opener for those who tend to be controlling in nature.
What can you do once a problem develops?
1. Mission Statement. Remind the person that everyone in the organization has the same goal of success in mind. Make them aware that everyone is on the same side and must work together if destinations are to be reached.
2. Reinforcement. Make certain to acknowledge and reinforce positive decisions and delegations when they are made.
3. Circumvent. Temporary sidestepping is sometimes necessary when time does not allow for more permanent solutions.
4. Cause and Effect. When an individual is unable to give up the tendency to micro-manage you must explain to them the ultimate result of failing to work with the group.
5. One Accord. It is impossible to reach a destination if the members of the group do not maintain respect and deference for one another. Tolerating the domination of one person by another is enabling a problem which will eventually destroy your organization. Those who refuse to work for the common good must be removed from the group.
Of course if they are in a supervisory position to you fall back to the wait until they self destruct or get promoted philosophy.