Page 34 - Flathead Beacon // 5.4.16

NO-CAVITY CLUB
CONGRATULATIONS : To the Winning Smiles for the Month of April 2016
Colin Abernathy Daniel Abernathy Johanna Abernathy Patrick Abrahamson Sandra Abrahamson Jailah Adams
Riley Adams Samantha Albertson Jadelinn Allumbaugh Leila Anderson Ebonee Arrowtopknot Kaydence Arrowtopknot Mason Arrowtopknot Delylla Audelo
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Isla Baldwin
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BUSINESS IS PERSONAL MARK RIFFEY
CAN YOU CURE WMICROMANAGEMENT?
HAT IS MICROMANAGE- ment? I suspect everyone who experiences it has their own
de nition. Wikipedia describes it like this: “In business management, micro- management is a management style whereby a manager closely observes or controls the work of subordinates or employees. Micromanagement generally has a negative connotation.”
“Closely observes or controls” could be good or bad, depending on the context. It’s a tricky thing but like some other cre- ations, we tend to know it when we see it, or experience it. One person might say “closely observes” is good management and that “controls” are necessary when training new people or people in new roles, but experienced people might feel that controls are unnecessary. Is your wa e-detection alarm going o yet? Good. Look, it’s clear that there will be di ering opinions on this, particularly between managers and employees who naturally have di erent perspectives. I don’t expect that to change, but how we view these things can change, even if we aren’t able to “cure” it.
If we look at micromanagement like a cold or u that we want to cure, we’ll nat- urally focus on the cause and on symp- toms. We focus on symptoms to make life easier until a cure is found, and we focus on the cause because the origin can often tell us how to solve (or cure) the problem.
What Causes Micromanagement?
I don’t think there’s any one cause. Based on experience, research and dis- cussions with a number of people, there are four things that I’ve heard as reasons why micromanagement is taking place (noting that managers rarely acknowl- edge it):
• Lack of data.
• Lack of trust.
• Lack of control.
• Previous delivery failures.
If you look at that list, what you’ll
probably read from it is that someone is frustrated. That someone is manage- ment. The things management does out of frustration with these things will almost certainly cause frustration among employees.
It’s important to understand the peo- ple we’re working with: entrepreneurs. One of the things that entrepreneurs seek when starting a business is control. Con- trol over income, destiny, time, etc. With success comes an eventual realization
that the entrepreneur can’t do it all. Suc- cess means that the entrepreneur’s busi- ness has to grow and hire people, or it has to stop growing – something that rarely pleases entrepreneurs.
Must. Have. Control.
The minute you hire people, there’s a loss of control. The entrepreneur is now a business owner, not just an entrepre- neur doing and controlling it all. “Sud- denly” they have to trust someone else to do what they do well. When your neigh- bor takes over your barbecue chef role at the quarterly neighborhood block party, letting go is di cult. This is no di erent.
Years later, it’s no di erent for the entrepreneur. The work of the business re ects upon the entrepreneur person- ally. The entrepreneur’s inability to know and control everything is a di - cult beast to overcome, particularly if the business grows to a point where they no longer have the ability to “know” every employee personally. When the entre- preneur no longer hires every employee, another phase of this process takes place.
So what to do?
A Prescription
How do we deal with the four causes?
Lack of data – A lack of information brings assumptions. Assumptions usu- ally don’t go how you expect, so that leads to ...
Lack of trust – Trust might seem like the wrong word here, but that’s likely what it feels like to the employee. Trust is built by publishing plans, milestones, deadlines and then hitting them.
Lack of control – Much of this comes down to treating the entrepreneur’s lack of control. It may be new to them or not, but feeding the other parts of this helps provide the opportunity to analyze how things are going at a high level, ask if any help is needed without having to drill down into the nitty gritty on every little thing for every project you have in prog- ress – what most employees would view as micromanagement at a company of 20, 50, or 100 employees.
Previous delivery failures – When projects fail or are late, lack of data about the cause of failure leads to assumptions (and the cycle continues).
The big thing about this is freeing the entrepreneur to wear the CEO hat. No one else can do that work. If the entrepre- neur can’t get to it because of time spent micromanaging, that’s not good.
Want to learn more about Mark or ask him to write about a strategic, operations or marketing problem? Email him at mri ey@ atheadbeacon.com.
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