In defence of micromanaging behaviours

Micromanagement is a management style we often see in organizations with poor, unclear or non-existent core values and cultural agreements.

Culture, in short, is how we work here. It's the expected behaviours and ways of doing things.

Without clear cultural expectations, there's little clarity and individuals tend to act by following their values and principles, which may be out of alignment with the organization.

In such environments, leaders and managers constantly feel the need to step in. Some micromanage purely out of fear and for selfish reasons, but for many, the environment in which they operate has a huge impact on their behaviour.

As a leader, it’s important to recognize if the culture of your organization is unclear and merely manifesting or one that has been intentionally defined and communicated repeatedly.

With clarity at the organizational level, departments and teams are free to define their operating principles to meet their objectives while also aligning with the organization.

Individuals are then free to act more autonomously, knowing what to do and what is expected of them; making better decisions, reaching goals and ultimately performing better.

In doing so, it creates an environment where leaders get to focus on the bigger picture and help their teams and people grow.

Culture is but one important dimension for organizational success, and left unattended, it has the power to bring down any organization, or at the very least, impact its performance.

Next time you notice micromanaging behaviours in others—or yourself, —consider the environmental impact of culture at play, not just the individual.

P.S: This reasoning also applies more generally. When in doubt, look at the environment in which behaviour is observed before zeroing in on the individual.

Miguel,
Sparknotion – Think Differently.