How to Know If You Are a Micromanager

micromanaging, adult assignmentWhen you lead other people, there is no shortage of learning opportunities. After all, humans are varied and complicated, and circumstances change constantly. Factor in into the mix your own strengths, vulnerabilities, and triggers, and things get really interesting. This is the reason many of my clients aren’t clear about how to follow up and follow through with direct reports without overstepping.

It’s true that a few employees will accuse even the best leaders of micromanaging, often as a way to avoid accountability for their lack of capability or ownership of the work. Sometimes, the leader’s gender influences how much or how little direction the employee is willing to accept. Additionally, the company culture influences the extent to which these complaints are taken seriously.

In general, however, true micromanaging goes beyond typical managerial follow up and follow through. The critical distinction is the MANNER in which you get your team to accomplish the work. This, in turn, hinges on how you see yourself – your IDENTITY.

Here are a few key differences in how you know whether or not you’re micromanaging.

Micromanaging

You’re more likely to “micromanage” others when you see yourself at the center of the issues that come your way. In other words, your identity is that of a “fixer”. You believe the spotlight is on you to perform using your technical expertise, capabilities, and performance. In other words, you overly focus on the tasks to be done as opposed to attending to the interpersonal elements involved.

When you see yourself at the center of the work as the fixer, you might focus too much on your technical competence and on your position to get things done. Thus, you may:

  • Believe your technical knowledge and capabilities are superior to that of your team and are what make others want to be led by you.
  • Portray yourself as “right”, “strong” and/or “in charge”, exhibiting your strengths and hiding your vulnerabilities.
  • Expect respect you based on primarily your position.
  • Make decisions and insist on employees’ work being done your way without their input, even in non-urgent or emergency situations.

This way of seeing yourself, may lead you to:

  • Focus on the technical aspects of the work rarely if ever refer to the reason for the work and its impact to the team, customer, community, or company.
  • “Hover” and often jump in to do the work yourself because “it’s faster if I do it” or “they won’t do it right”.
  • Ignore putting in place systems and shared understandings of how to work together, so your follow up may seem haphazard or unpredictable and taken personally as blame.
  • Take it personally and/or look for who is to blame when things go wrong.
  • Surround yourself with others who reinforce your view of yourself as the most competent.
Leading Without Micromanaging

In contrast, you’re more likely to lead without micromanaging when you take the focus off of yourself and put it on the challenge, issue, or opportunity. Thus, you identify yourself as a “facilitator”.

Even with competent technical skills, you know that the “soft skills” of understanding and engaging people is key to mobilizing their abilities. You rely less on your formal authority and relate to others using more informal influence instead. You are more likely to:

  • Honor your strengths and own your vulnerabilities without trying to hide either.
  • See yourself as a resource for your team and as a steward of ideas and talent.
  • Hold yourself and direct reports accountable for deviations from purpose, values, objectives, and systems.
  • Stay with conflict and dissension within your team to channel it into productive discussion.
  • Give credit and take the blame.

Because you keep the work at the center of everyone’s attention, you most likely:

  • Value talent and seek those who complement your capabilities and add to the team’s capabilities to do the work.
  • Focus on creating conditions that grow and harness team capabilities to accomplish the work.
  • Spend time clarifying roles and responsibilities to make sure your team knows who owns the various aspects of the work.
  • State the purpose and objectives for tasks and projects to focus your team on what’s important to guide the work.
  • Get input from your team on what’s working and what’s not working.
  • Set up formal, systematic ways to follow up and check in with each other to make sure the work is on track and to address unexpected obstacles and accountability, to get other support, or to celebrate successes.
  • Approach some aspects of the work experimentally, addressing calculated risks, mistakes, and failures as learning opportunities.

Determining your manner of leading with accountability and without micromanaging is a like learning to balance use of the gas and the brakes. It’s an art and a science to know when to follow up for accountability and when to let someone continue down a path to learn from a potential failure. It starts with how you see yourself in your leadership role: fixer or facilitator. As with the gas and brakes, with practice, you’ll get the feel for what it’s like to lead without micromanaging.

WANT TO USE THIS ARTICLE IN YOUR NEWSLETTER, BLOG OR WEBSITE? You can, as long as you include this information with it: Beth Strathman works with women in leadership who want to have more positive impact within their organizations, by gaining greater composure, focus, and influence with their teams. Learn more at: firebrandconsultingllc.com.

Re-Inspire and Engage Your Team with These Simple Tips

inspire engage teamIt’s easy to lose focus on the fact that your team’s work is part of a strategic plan to accomplish the company’s big picture vision and mission. You can get so caught up your own focus and tasks that you assume everyone else is automatically aware of how their work connects to the company vision and mission. Consequently, your team and its work becomes mundane, reactive and uninspired. This kind of atmosphere can lead to higher turnover and lower productivity and engagement.

This disconnect between vision/mission and daily work happens in part because you forget that leading others requires you to continually make the connection between their work and the company’s vision, purpose, and mission. Also, you might be making assumptions that others can read your mind and that they know why they’ve been asked to complete various tasks. People are not mind readers. This is why you must be transparent, explicit, and quite frankly, redundant. After all, it’s said that people don’t really “get” something until they’ve heard it 7 times.

When you don’t share the vision and overall outcome with your team for a project or individual assignment, you’ll likely experience less cooperation between team members because they will focus only on their piece. Your team doesn’t volunteer their perspectives or participate in problem solving because they can only see as far the tip of their current task — they don’t see the bigger picture or the final aspiration. When your team is this myopic, they can become defensive when mistakes happen and look for someone else to blame. After all, they did what they were assigned.

Daily work happens routinely and re-actively; direct reports are uninspired; and your team dreads meetings because they are boring. Even one-on-ones become simple updates with little discussion or input from your employees.

How To Use Vision to Re-Inspire and Engage Your Team

To inspire your team and to increase their engagement in their work, use these tips to re-connect daily work to the big picture vision and mission:

  1. Communicate the vision and mission regularly. At the start of a project, during meetings, or when processing through mistakes or failures, make a brief introductory statement to remind everyone involved why you’re working on what you’re working on and what overall end results you’re headed for. Embrace any chance you get to remind your team of the big picture for why your company exists.
  2. Connect the dots from general vision to daily work. When assigning work to your team, describe the general outcome desired and why this outcome impacts the world, your customers, the team, etc. Then describe how the team’s work is meant to contribute to moving the company in that direction. Doing this provides your opportunity to discuss which aspects of the work are critical along with the timing of the work to reach milestones.

WANT TO USE THIS ARTICLE IN YOUR NEWSLETTER, BLOG OR WEBSITE? You can, as long as you include this information with it: Beth Strathman works with women in leadership who want to have more positive impact within their organizations, by gaining greater composure, focus, and influence with their teams. Learn more at: firebrandconsultingllc.com.

What Psyche Can Teach You About Being Authentic

vision, authentic, perspectiveIs it difficult for you to find the right balance between being task-focused and relationship-focused? Is it simply challenging to figure out how “nice” you need to be at work? Do you ever wonder what it really means to be a good team player?

If you’ve never had these dilemmas, you’re lucky. Read no further.

For the rest of you, making sense of the mixed messages you receive as a woman in the workplace can be distracting and down right maddening. Mixed feedback about how you’re supposed to act can make you hesitate and even hide behind an inauthentic persona. This can keep you from realizing your full potential or embracing your leadership role.

The timeless mythological story of Psyche’s Four Tasks provides guidance.

The Story of Eros and Psyche

Psyche, a beautiful mortal woman, fell in love with and married what turned out to be the god of love, Eros. He was the son of the goddess Aphrodite, who out of jealously of Psyche’s beauty, had initially jinxed Psyche so that she would not fall in love with any mortal man. The jinx backfired and much to Aphrodite’s chagrin, her immortal son Eros fell in love with Psyche and they married, with the caveat that Psyche could never actually look at him.

However, Psyche couldn’t help herself. She carried an oil lamp and a knife into his bedroom (in case he turned out to be a monster), and took a forbidden look at Eros while he was sleeping in the dark. Unfortunately, the lamp dripped hot oil on Eros and awakened him. Interpreting this as a sign of mistrust, Eros ran off and abandoned Psyche. Heart-broken, Psyche appealed to her disapproving mother-in-law Aphrodite for help to get him back.

Jealous Aphrodite saw an opportunity to be rid of Psyche once and for all. She devised four seemingly impossible tasks for Psyche to complete in order to get back Eros. Psyche’s 4 tasks provide guidance for illuminating a situation (the lamp), dissecting it, and cutting away what doesn’t serve you (the knife). Doing so, allow you to make a decision that is authentic for you in your home and work relationships.

Task #1 – Sorting Seeds with Discernment.

Aphrodite put Psyche in a room that was full of many varieties of seeds all mixed together and instructed Psyche to sort all of the seeds overnight if she wanted Eros back. Psyche was overwhelmed and didn’t know how she would to do it. Then, a line of tiny, diligent ants entered the room and began to sort the tiny seeds for her.

The lesson: A situation may seem daunting at first, but you must examine what you have to contend with. So, listen to the small, still voice inside (ants), then diligently sift and sort through all available information to decide what is important based on your priorities and values.

Task #2 – Nab Golden Fleece at the Right Time.

Aphrodite then assigned Psyche the task of collecting golden fleece from the nasty Rams of the Sun. Again, Psyche thought this task impossible because these rams were large, tough, no-nonsense, powerful creatures. Coming to her aid, a flexible green reed advised Psyche that she could avoid the rams by waiting until they left the field at the end of the day, then pick their fleece from brambles they brushed up against after they had gone for the day.

 The lesson: Be flexible enough to watch and wait for the opportune time to go after what you want. There may be a way to do accomplish what you want with less direct conflict, allowing you to maintain relationships.

Task #3 – Fill the Flask After Gaining Perspective.

Next, Psyche must fill a flask with water from an intimidating stream, guarded by dragons. While Psyche doubted her ability to fill the flask, Zeus’s eagle arrived, grabbed the flask, and flew to an opportune spot to fill it for her.

 The lesson: When you get overwhelmed with deciding how to engage with a situation and those involved, pull back like the eagle to get a broader perspective of the bigger picture to find patterns. Then, spot the salient details before making decisions.

Task #4 – Fetching Beauty Cream in the Underworld Without Distraction.

Finally, Aphrodite sent Psyche to the Underworld to refill a box with beauty ointment. To make things even more difficult, Aphrodite tells Psyche that three pathetically desperate people in the Underworld will beg her for help as a distraction from her quest. A tall tower advises Psyche to harden her heart, ignore them, and concentrate on fulfilling her task.

The lesson: You must keep your eye on your tasks and goals and learn to assert your boundaries by exercising a conscious choice to say “yes” or “no” to others’ requests.

Psyche completed the four tasks and won back her beloved Eros. Not all women need nor will they apply Psyche’s lessons in the same way. Still, when you face a dilemma at work or get confusing feedback that reflects someone else’s perspective on who you’re supposed to be, think of Psyche’s lessons and apply the one(s) that are apt in a way that is right for you.

 

WANT TO USE THIS ARTICLE IN YOUR NEWSLETTER, BLOG, OR WEBSITE? You can, as long as you include this information with it:  Beth Strathman works with leaders who want to confidently become the leader they are meant to be as they maximize the “people side” of business. Learn more at: firebrandconsultingllc.com.

 

By the Numbers – Capturing Lessons Learned

Much institutional knowledge in companies is lost through turnover and poor communication. Such institutional information is often critical to successful operations and execution of company goals. One way to preserve and share knowledge and expertise is to actively capture, store and share “lessons learned”. However, for most, it’s easier said than done.

This infographic compiles the numbers related to capturing, retaining, and sharing lessons learned:

lessons learned

 

 

Does Your Company Have a Gaping Blind Spot Around Supervisor Training?

blind spotApproximately 60% of new supervisors or first-time managers receive no leadership training and development before they are promoted to their positions. Maybe that accounts for why employees see 50% of their supervisors as ineffective. It appears that companies don’t believe or aren’t aware of the available research about the skills needed to be a good manager. Nor are they aware of the negative impacts that pile up when their managers aren’t competent.

How come? These four reasons might explain your company’s lack of attention to developing leadership skills in their managers — from the front-line up.

1. Your company doesn’t understand what competent supervisors do.

Often in the growth stage of many companies, leadership tends to promote existing staff into supervision. With such an emphasis on the technical aspects of running a company in the beginning start-up stages, you assume that supervisory capabilities will naturally grow along with the rest of the business without additional focus. That indicates that your company doesn’t have a solid plan for adding competent supervisors. Instead, it will move people into positions like checkers around the board.

Underneath this lack of planning is the notion that your company doesn’t understand what it takes to lead people. Otherwise, you would know the skills to identify in others before selecting supervisors as the company grows. Your company mistakenly assumes that by virtue of being people, your “star” employees know how to lead other people to get the best work out of them.

2. Your company sees employees as interchangeable cogs in the wheel.

“People don’t leave companies; they leave managers.” This adage has been around for decades and in my experience it’s true. You can like the company you work for while not being able to tolerate your direct supervisor. When this happens, employees leave. When your company doesn’t select and develop its managers, it’s a sign that you are willing to have higher than normal turnover. It’s almost as though you see employees as replaceable machine parts. Just hire some more. While the turnover cost per hire in entry level employee positions can be low, the volume of vacancies multiplies that low cost per hire quickly.

3. Your company underappreciates the power of “soft” skills.supervisor training

Cultivating a person with the requisite people skills to get the best out of your employees is no mean feat. It’s almost as if your company believes communicating clearly and respectfully, appreciating others, giving feedback, and all the other supervisory skills are easy to do. When you and your senior team to misses this, it indicates your lack of people skills. Perhaps, too, your company is in an industry that is based on technical knowledge and skills, creating a natural disconnect with the importance of understanding and working with people.

4. Your company focuses on the upfront expense of leadership development without understanding the payoff.

Measuring the effectiveness and impact of leadership skills is fuzzy. Also, the payoff for leadership training and development pays off more slowly over time compared to other skills training. Still, in my experience, employee complaints decrease and employee retention increases when managers are trained and provided on-the-job experiences to increase their leadership skills and knowledge. It is an investment that will likely payoff in the future; not simply an expense for an ordinary purchase.

To conclude, it might be that your company “doesn’t know what it doesn’t know.” But there’s really no excuse for having a blind spot around management and leadership training in the 21st century. The available research and your own experience working for various supervisors throughout your career should be proof enough of it’s necessity.

 

WANT TO USE THIS ARTICLE IN YOUR NEWSLETTER, BLOG OR WEBSITE?

You can, as long as you include this information with it: Beth Strathman works with leaders who want to confidently become the leader they are meant to be, as they maximize the “people side” of business. Learn more at: firebrandconsultingllc.com.

Leading Change Through Appreciative Inquiry

new growth

Enjoy this excerpt from a 2005 article entitled, “Unleashing a Positive Revolution in Medicine: The Power of Appreciative Inquiry”, written by podcast guest, Colette Herrick:

Appreciative Inquiry (“AI”), a highly participatory approach to developing human and organizational systems, can accelerate positive change and provide the influence necessary to revolutionize medicine and create the positive future we desire.

At its core, AI is based on discovering strengths and amplifying them, rather than focusing on problems and fixing them. It is simple, yet at the same time requires a profound shift of attention from habituated deficit-based thinking and interactions that are so prevalent in our culture.

“Appreciative Inquiry is the cooperative search for the best in people, their organizations, and the world around them. It involves systematic discovery of what gives a system “life” when it is most effective and capable in economic, ecological, and human terms.” –David Cooperrider

Using a four-stage group inquiry process — discovery, dream, design and delivery — AI is being used with compelling results in a range of settings in health care including:

  • Transforming organizational cultures and practice management;
  • Creating powerful physician/nurse/patient relationships;
  • Developing effective leadership; strategic planning; strengthening teams, partnerships, and alliances; and
  • Enhancing patient safety.

. . . .

Historically, the dominant organizing principle for approaching change in organizations has been closely aligned with “best practices” of the medical profession. This focus has been largely shaped by a problem orientation that carries through from assessment, diagnosis, treatment, and measurement of the effects of the intervention.

In both organizational practice and healthcare delivery, what has typically been at the epicenter of attention is fixing what’s broken rather than identifying and building on what is working. What is required in healthcare today is a new kind of leadership and physicians are poised to lead the way.

. . . .

Indeed, when leaders begin to view the world and act through a more appreciative lens, organizational energy shifts, people are encouraged to act from their strengths and potential is unleashed in powerful and effective ways. Being an appreciative leader becomes not just a way of “doing” leadership, but of making a positive contribution to the world.

Read the full article


Colette-Herrick-Executive-CoachColette Herrick, is an executive coach, strategic facilitator and CEO of Insight Shift, a Utah-based firm since 2002. The overarching aim of her work is to support leaders, teams and organizations to innovate collaborative solutions, accelerate results, and experience greater fulfillment.

As a strategic facilitator, she taps the collective intelligence of groups with a strengths-based, solutions focused and participatory approach. Clients benefit from greater alignment, engagement and the energy to move a shared vision to sustained action. She has facilitated programs ranging from small team retreats to large-scale summits with over three hundred physicians with the American Medical Association. A few of the client groups she’s served are: University of Utah, Utah Medical Association, Microsoft Latin America, Department of Defense, University of Utah Health Sciences Center, Westminster College, Misericordia University, Intermountain Healthcare, Huntsman Cancer Institute, Utah Department of Health, Davis Applied Technology College, American Red Cross, Colorado Department of Health and Environment and the Utah State  Bar.

You can learn more about her company at www.insightshift.com.

“Just Kidding”: Handling Passive Aggressive Employees

passive aggressiveWe laugh at passive aggressive behavior on sitcoms, tune in for more on reality TV, and read the snarkiness on social media. Nonetheless, it’s no laughing matter in the workplace.

Passive aggressive behavior includes actions, inactions, and comments intended to do harm but is indirect. People who exhibit passive aggressive behaviors also tend to feel helpless or powerless in their lives, and use their passive aggressiveness as a way to cope.

Examples include: forgetting to do things, not following through, spreading rumors, giving the silent treatment, making sarcastic comments intended to send a message, and complaining about others to everyone but the person himself. In short, passive aggressiveness boils down to presenting yourself one way and behaving another to intentionally “stick it” to someone else.

On an individual level, passive aggressiveness increases uncertainty, leads to poor self-esteem and poor working relationships, and consequently, leads to lower trust, increased stress, and lower productivity. On a companywide basis, it can slow down decision-making and the execution of important initiatives.

Unfortunately, many managers are uncertain how to address this type of behavior because it seems so petty and elusive. Here, are a few tips for creating a workplace with minimal passive aggressiveness:

Expect and model forthright communication.

To avoid allowing passive aggressive behavior in your company, make sure you are a role model of healthy, respectful disagreement with curiosity about other perspectives. You can do this in a public way in your meetings by setting ground rules and behavioral norms about having full discussions in meetings where everyone is expected to contribute and acknowledging the sensitivity or contention of some issues as well as the importance of discussing those issues openly.

Highlight minority or dissenting perspectives and opinions.

Intentionally, ask those who hold an unpopular perspective to talk about their assumptions underlying their viewpoint and about the implications that will follow if their solution is or isn’t followed. By doing this, it makes it easier to craft a final decision that might accommodate differing perspectives. You can also troubleshoot the decision the group finally makes but anticipating what might go wrong. This allows those who see the weaknesses of the decision to be able to contribute.

Call it like you see it.

When passive aggressive body language, humor, gossip, or complaints about others come to your attention, you must acknowledge the behavior and dig a little deeper to find out what’s behind the behavior. Voicing concern that the person is choosing an indirect way of bringing up the issue is a place to start. Then, ask questions about why they chose an indirect way of settling the issue versus addressing the issue head on. You can then guide them to use more appropriate ways of interacting with others to get what they ultimately want.

Passive aggressive behavior is probably more common than appropriately assertive behavior and can be one of the most destructive elements to a healthy company culture. This is certainly one time when being “nice” won’t work out for your company in the long run.

 

WANT TO USE THIS ARTICLE IN YOUR NEWSLETTER, BLOG OR WEBSITE? You can, as long as you include this information with it: Beth Strathman works with women in leadership who want to have more positive impact within their organizations by gaining greater focus, self-awareness, and influence with their teams. Learn more at: firebrandconsultingllc.com.