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Micro-managing or managing minutely?

Guest post by: Kool Results

Article Overview: I’m involved in a lot of change management just now, particularly as the economic climate is forcing managers to look closely at getting the very best out of their people. Change often prompts fear for many; fear of the unknown, fear of losing their job. But if you, as the manager, have communicated clearly with your staff, then there will be no room for misunderstanding and doubt. One of the Prime Minister’s buzz words is transparency – making sure his communication strategies are clear and fair. Can you say the same for your own work practice?

Micro-managing or managing minutely?

Are you afraid of the tag ‘micro management?' Do you think you will be accused of interference if you set in place communication channels and spell out your directions? When you set clear goals and highlight the expectations you have of your staff, this is not micro-managing. When you put procedures in place to encourage feedback, this is not looking over their shoulder all the time. This is sound and responsible leadership.

As a leader you need to be visible to your team. Engage your staff through clear communication and transparent policies. You need to convey key messages, and respond positively to feedback.

Follow these simple steps to make sure your communication is spot on and accountable.

• Preparation. Before meeting with a staff member make sure you are clear in your own mind what expectations you have of them in this role.

• Documentation. List these expectations and give examples of what it is you have in mind. In this way there will be no room for doubt or misinterpretation. Make sure the staff member has a chance to make a contribution too.

• Review and feedback. Ensure you set up regular meetings for the future when you can discuss what progress the staff member has made and how it has impacted on the business.

In any procedures involving change I ensure I get together not only the staff member concerned, but also his or her manager. We sit down as a team to discuss what the expectation is; we work out how we are going to achieve this; we agree when this will take place. In this way a clearly-defined framework is created.

Don't assume that your staff know what your goals are. Check that they really understand the direction in which you want to take the company. I meet many managers who are frustrated with their staff. They criticise them for not meeting management expectations. I usually hold up a metaphorical mirror to this manager and get them to have a good look at themselves. Have they been crystal clear about what it is they want? They need to ask themselves the question: what can I do differently to engage with this staff member?

And so we come back to visibility. It is critical to follow a step by step process, with a schedule of meetings and explicit documentation. But don't hide behind your emails or your telephone. There is no substitute for a face to face encounter. You can read the employee and judge just how they are travelling. They will feel so much more supported if they have this one on one opportunity with you.

If you look back at the strategy of warfare, the commander would ride out at the head of his army into battle. Whilst we are not at war with the economy, these are turbulent times. By being a visible presence, showing clear direction and communicating well, you will provide the reassurance and direction your staff need.

Related Articles
  What have I learned in 6 months of management? Part 2
  How to Avoid the Pitfalls of Micromanagement.
  The Dangerous Consequences of Micromanaging Your Business According To Your Strategic Thinking Business Coach
  Special Secrets to Micro-Managing Employee Performance
  Delegation Is About Effective Management

Article Tags: communication, management



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