No one wants to be micromanaged.  Micromanaging hurts morale and productivity. It’s inefficient and stops employees from growing.

If 2 people are trying to do the exact same job, you have 1 too many.  It won’t change truly bad employees.  It sends good employees out the door.

Supervisors have to stop and ask, “Why I am doing this?”  If they don’t, you need to ask them as the leader.

If the employee cannot reach mediocrity without it, then you have the wrong employee.  If you have the right employee, ask yourself, “What do I need to provide to get the right performance?”

If the supervisor was promoted for technical knowledge but not taught to lead, then train and mentor the supervisor.  If the supervisor is immune to leadership training and always engages in the behavior due to character defects (e.g. control, fear, ego), then get a new supervisor.

Give the goal, supply support, remove obstacles, and within guardrails, allow the freedom and flexibility to do the job.  They generally know more about the job so listen to them.  They may innovate coming up with better ways to do the job.

This makes work more rewarding and satisfying.  Morale aids in productivity. People like to be trusted. This grows good employees into great employees and retains them too.


From the Teacher: Leadership Lessons with Dr. Saviak is a weekly column with the esteemed Joseph C. Saviak, Ph.D., J.D., M.A., M.S., Management Consulting & Leadership Training.