Leaders Who Feel They Are Being Micro-Managed: A Self-Inflicted Wound?
Quick Breakdown
Feeling micro-managed by a boss is often a self-inflicted wound. I learned that it is crucial to distinguish between the "why" and "what" versus the "how" in your interactions. By clearly communicating your capabilities and seeking guidance only when needed, you can create a more empowering and autonomous working relationship with your boss, and break that chain. Remember, it's not about avoiding feedback or discussions altogether, but rather redirecting the focus towards the bigger picture and strategic objectives.
In my experience from coaching and mentoring leaders, I have often come across individuals who believe they are being micro-managed by their bosses. When faced with this situation, I have a simple exercise for them: describe a few recent instances that made them feel micromanaged and replay the conversations that took place during those encounters to me. Surprisingly, many leaders struggle to recall the details or fail to capture the essence of those discussions. This begs the question: is feeling micro-managed a self-inflicted wound?
To shed light on this phenomenon, I reflect on my own experience as an operator and boss of numerous leaders. I vividly remember receiving feedback from my team that I was micro-managing them. Initially, this feedback stung, but it also piqued my curiosity. I did not wake up in the morning with the intention of micro-managing the talented individuals who dedicated their time and expertise to our organization. On the contrary, I firmly believed that creating complex and innovative products, such as games, required teamwork and delegation of decision-making power to the lowest possible level where real information resided.
So, why did I engage in what I believed to be harmful behavior? It took some introspection to realize that the answer often lay in the distinction between the "why" and "what" versus the "how." Allow me to explain.
As an operator, I excelled at setting a course for the company and the teams I worked with, providing a clear sense of purpose and direction (the "why"). I also enjoyed engaging with my leaders on the various tasks and objectives that were needed to achieve those goals (the "what"). Once I felt that the "what" and "why" were well understood and communicated throughout the teams, I made it a point to step back and allow my leaders the autonomy to execute.
However, I discovered that I often veered off track when leaders approached me with the nitty-gritty details of their implementation plans (the "how"). Being someone who thrived on problem-solving and supporting my team, I would readily dive into offering potential solutions, drawing from my own experiences and expertise. I would say things like, "If I were you..." or "Here's what I did in a similar situation..."
Upon this realization, I felt as though a hammer had struck me. How had I not seen this before? From that moment on, I implemented a practice of engaging in meta-conversations with all my leaders, explicitly discussing the distinction between the "why" and "what" versus the "how." I made it clear that they were always welcome to challenge the "why" and engage with me on the "what."I emphasized that I trusted them to figure out the "how" with their teams, only reaching out to me if they encountered obstacles beyond their control and needed assistance.
This shift in approach worked wonders for me as a leader. It improved the dynamics between myself and my team, creating a more empowering and autonomous environment. And now, I encourage you to explore whether you and your boss may be grappling with a similar issue. If so, I strongly advise you to have a conversation with your boss, focusing on the "why" and "what" versus the "how." Clarify that you can be trusted with the "how" and that you will only seek their guidance when truly necessary.
By setting this agenda for your interactions, you can ensure that your discussions revolve around the larger purpose and objectives, rather than getting bogged down in the minutiae of implementation. Instead of feeling micro-managed, you can establish a sense of trust and confidence in your ability to handle the "how" aspects of your work. This shift in perspective may work wonders for you too!
In conclusion, feeling micro-managed by a boss is often a self-inflicted wound. It is crucial to distinguish between the "why" and "what" versus the "how" in your interactions. By clearly communicating your capabilities and seeking guidance only when needed, you can create a more empowering and autonomous working relationship with your boss, and break that chain. Remember, it's not about avoiding feedback or discussions altogether, but rather redirecting the focus towards the bigger picture and strategic objectives.
