Everybody hates to be micromanaged. So why do so many managers do it? We know that overbearing, but well intended, managers micromanage all the time in an attempt to optimize performance. I will identify the cure for this habitual dilemma in this article.
The problem is that by micromanaging people, the manager is severely limiting performance rather than optimizing it, so the manager is operating at cross purposes to his stated goal. Unwittingly, the manager is removing incentive for effort and creativity on the part of the employee. We are so familiar with this problem simply because it is rampant in our organizations (Bielaszka-DuVernay, Harvard Business Review, June 23, 2008). Let us contrast micromanagement versus trust to give some insight on how the latter leads to greatly enhanced performance.
To micromanage someone implies a lack of trust. The manager is not confident the employee can or will do a job…
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