Leadership style: pulling the micro-management plug

Leadership style: pulling the micro-management plug

23 décembre 2020
Gerrit Sarens
Gerrit Sarens
  • Remote working is here to stay. To do this successfully, leadership and collaboration must become explicitly trust-based. But, ... let's pull the micro-management plug first.

  • Losing control creates stress. Micro-management is an anti-stress mechanism.

  • This pandemic is not easy to deal with mentally. The essence can be traced back to losing control. We are definitely not in control. Nature is. And this creates stress, which, in turn, triggers the micro-management reflex. Let’s dig a little deeper into the underlying fears that create stress and lead to a dysfunctional leadership style.

  • Stress is a symptom of underlying fear.

  • If you want to lose the command & control management style, you need to work on the triggers of that functioning. As long as you don’t tackle your fears, your leadership style will not change. Identifying what sets you off is difficult and confrontational. So what are the main anxieties that make micro-management arise?

  • Typical fears that result in micro-management are:

    • Fear of failure: the “I will disappoint my superior”-syndrome
    • Fear of rejection: the “I will get fired”-syndrome
    • Fear of being disliked: the “my manager will not like me”- syndrome
    • Fear of others: the “I don’t want to be worse than others”- syndrome
    • Fear of being stuck: the “I don’t want to admit I don’t know what to do”-syndrome
    • Fear of the unknown: the “what will happen if I let go”-syndrome

    The above fears are often the main triggers of a micro-management reflex. Figure out what your personal triggers are.

  • Replace micro-managing activities

  • An excellent exercise and starting point is to write down typical situations in which you switch to micro-management mode. For each situation, reflect on your underlying worries that push you into micro-management. Develop a list of alternative actions that you can start doing to replace these micro-managing activities.

  • Don’t just reflect about it yourself. Ask your team for honest feedback.

  • Of course, self-reflection is crucial. But it’s equally important to engage your team. It will give you the mirror you’re looking for. And the very fact that you ask for feedback is an essential first step in overcoming micro-management. It shows the team members you are aware of the problem. Daring to be vulnerable is a sign of good leadership. You will probably notice that this step means a lot to them and provides you with a dozen insights.

    Oh, and act on the advice of your direct reports by implementing the changes. It shows they matter and you value their opinion.

  • Learn to delegate, support and mentor your team

  • The role of a manager is to be the team leader, the decision-maker, and the coach. You need to want others to succeed in order to succeed as a leader. It’s no longer about you, it’s about them. You need to re-establish trust by i.e. giving your team members autonomy, admitting your mistakes and uncertainty, thank people publicly, show respect by being on time, prioritizing 1-2-1's, and actually go head-on into those difficult conversations.

    Becoming a true leader is about providing space to your team and that can be scary, uncertain, and new. Let us help you walk the path to the enlightened leader.

  • If you can hire people whose passion intersects with the job, they won’t require any supervision at all. They will manage themselves better than anyone could ever manage them. Their fire comes from within, not from without. Their motivation is internal, not external.

    Stephen Covey

Les difficultés d'un manager

Les managers sont

  • pas ou mal formés à ce rôle

    et

    • manquent de confiance en soi
    • ne savent pas comment passer du statut de collègue à celui de patron
    • doivent relâcher le style de leadership 'commander et contrôler'
    • doivent abandonner le statut d'expert (technique)
    • ne peuvent pas donner ou accepter un feedback constructif
    • se sentent sous pression en tant que manager
    • ont des difficultés à établir des relations
    • veulent être appréciés de tous ou être le 'méchant patron'
    • jouent le héros
  • en difficulté

    et

    • restent trop impliqués dans les opérations
    • ont du mal à établir des priorités
    • ne peuvent pas déléguer
    • redoutent les situations conflictuelles
    • se déconnectent de l'équipe
    • font face à une réflexion stratégique déficiente
    • ne portent pas sur la gestion supérieure
    • manquent de compétences claires en matière de communication
    • ne sont pas conscients d'eux-mêmes
    • évitent les conversations difficiles
    • manquent des antennes politiques
    • ...
  • capables de plus

    et

    • ont besoin d'une préparation mentale comme successeur
    • doivent être capables de conduire les grands changements à venir
    • doivent apprendre à être résilientes sur le plan émotionnel et à se maîtriser
    • doivent apprendre à prendre rapidement de grandes décisions sans avoir toutes les informations
    • doivent devenir des présentateurs convaincants
    • ont besoin d'apprendre à cultiver leur image de marque personnelle
    • doivent apprendre à montrer l'exemple
    • dirigent par la confiance, non par la peur
    • ont besoin de développer intensivement l'empathie
    • ...
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