Management is about execution. More specifically, management is about executing the visions of your company’s leadership. Managers work in the present while leaders work in the future. Managers of people need to focus on how to get the people they manage to execute. Like many roles, there are any number of ways to manage people.
Some people micromanage their teams because they have the need to control what their subordinates or employees do, or they don’t trust their team members to execute on their own. There can be good reasons, or at least what feel like good reasons, to do so. For instance, many managers argue that the product is going out under the manager’s name or the name of the company and it’s up to them to make sure it’s as good as can be. Those types of managers have a blind spot and don’t realize that having control of the product or goal is different from micromanaging the process to reach that product or goal.
I think a better way to manage is to guide your team while giving them the freedom and flexibility to work towards the end goal. A manager may think he or she has the best way to manufacture the widget or is a better writer than whoever is drafting something that will go out under their name. If you train your people well and then let them control the process, amazing things can happen. George S. Patton once said, “If you tell people where to go, but not how to get there, you’ll be amazed at the results.” This is how products or processes are improved because innovation happens when people have a starting point and an ending point, as well as the opportunity to think outside of the box. It also provides great teaching moments for managers and their team.
In my world this means letting a younger attorney on my team lead a case or write the first draft of a pleading or document. In doing so, it doesn’t mean I have no say on what the plan or final work product will be, but I trust that once I provide the big picture, what we’re dealing with, and where we need to go that my team members can choose the path to get there. I regularly am intrigued and amazed at the ideas people come up with and use that I wouldn’t have thought of that result in work that reflects well on me and the entire team. Giving team members ownership in the process is a positive for everyone.
I challenge you to think about all this the next time you want to tell someone you manage exactly how to do what you’re asking them to do. Try telling them what you need and let them choose the path. You likely will get the same result as if you micromanaged them and probably will be surprised by how they got there. Either way you get what you need, but one path leaves the door open for innovation and positive feelings for your team members who know you trust them to do their job.
