We Want to Talk to You About Your Micromanagement Problem (Part 1 of 2)

Joe Wynne is a versatile Project Manager experienced in delivering medium-scope projects in large organizations that improve workforce performance and business processes. He has a proven track record of delivering effective, technology-savvy solutions in a variety of industries and a unique combination of strengths in both process management and workforce management.

 

We brought you into this meeting room to discuss your problem: micromanagement. Don’t try to deny it. We recommend that you take gantthead’s Four-Step Program for Micromanagement-Addicted Project Managers. We know you are too busy for a 12-step program in a special center, so gantthead condensed the process so that you can work through your problem on your lunch hour. (We’re working on a lunch-hour business case development process as well.)

Step 1: Recognize What You Do

Micromanagement, for our purposes, is the use of your hierarchical power (power of organization-provided authority) to closely control the actions of others, without their approval. It comes in many flavors and you may not even realize that you are doing it, but that doesn’t matter. It still happens.

Just think about these example behaviors. Do they remind you of things you do?

• You must approve specific details of a team’s plan before they are to work
• After inadequate performance by another worker, you take over the task to "push it through."
• You put together plans that others will use with little input from them
• You involve yourself in virtually every decision of project teams
• You constantly tell your team leads what to do next (but you do it nicely)
• You tightly control expenditures, allowing very small amounts…

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