Avoiding Micromanaging as a first time manager
I was asked recently asked this question: “What is the first thing you would advise to someone who is becoming a first time manager, i.e. moving from an Individual Contributor role to a People Management role?”
While there are many things that come to the mind, the one thing i feel is essential is to avoid the urge to micro-manage. Years ago when I started to manage people, this was me as well and over the years I have worked on this.
Having led and managed design teams, non-profit teams, academic teams in the past, I have seen this play out over and over again in a lot of the teams I engage with and advise.
For a lot of people who get into a managerial role, there is often a feeling of entitlement that often comes with being ‘promoted’ or having joined at a higher role within the organisation.
As a result, one often tends to think that it is okay to micromanage and that is a part of the role.
Becoming a manager, suddenly puts one on a higher pedestal of power and quite a few are unable to manage this new found power well.
Micromanaging is a soft demonstration of power, which often starts as an enthusiasm for the role and if not corrected, goes on to become a habit. For a lot this habit of micromanagement is to have a feeling of being in control of things.
At times may not go well with the person who is being managed. In fact, at times, it could even be detrimental to the ability of the person to deliver as per expectations.
