Sunday, July 27, 2008


There is a style of management with which comes from these assumptions: 1) People are motivated by reward and punishment 2) System works best with chain of command and control 3) People should obey their managers 4) Employees must do what their managers tell them to do.

Now you have a system in place where subordinates are incapable of doing the job, giving close instruction and checking everything the person does. Managers seldom praise and often criticize. Whatever their subordinates do, nothing seems good enough.

Your great people now are being treated as if they are incapable and untrustworthy. In this way, people who are micromanaged can become dependent, unable to make the smallest decision without asking their manager. Your system requires robots and "yes man" people to fulfill the top leader’s insecurities and needs. There might be a chain of managers who are criticized and they in turn pass this and become critical to others.

How to cope with micromanage? One way is to build a feedback loop (carefully) to show how these things are broken. When they over-control, avoid them and when they give you space, give them a positive feedback. In this way you have more control yourself (don’t micromanage your boss) and you are on the road of changing the command and control culture.

No comments: