How Many Complete Idiots Have You Hired?
I am certain we have all had a few hiring regrets. Personally, I have had times where I ignored my gut, went with my heart in defiance of common wisdom or just plan blew it! Although, I have had a few missteps, I don’t think I have ever hired a complete idiot and my guess is that neither have you. We put a lot of energy into hiring talented people. We spend a lot of time and money on-boarding and training. Most people I ask feel they have assembled a good team. Yet, if we micromanage, we are sending the message to those talented individuals that we think they are idiots.
I don’t think I have ever hired a complete idiot and my guess is that neither have you.
My choice of language might be a bit strong. But, I don’t think sugarcoating this reality is in our best interest. If you are a micromanager, you question every action and thought of your people. If you invite yourself to every meeting and weigh in on a every decision, you are in effect communicating a lack of confidence and trust in the ability of those on your team. The unintended consequences of your behavior can have devastating effects on your business. So, you need to stop!
If you are a micromanager, you question every action and thought of your people. If you invite yourself to every meeting and weigh in on a every decision, you are in effect communicating a lack of confidence and trust in the ability of those on your team.
You want people to succeed but, in order for them to do so, you must give them the room to fail. Having your team work in a padded room where they can do no harm to themselves or others, also limits their ability to do something great, bold or truly innovative. Your most aggressive and confident people will leave. They won’t allow themselves to feel diminished, or under appreciated. Those that stay will have independent thinking socialized right out of them. They will defer to you to make the call. That is fraught with all sorts of other risks. An oligarchical organization, one in which a select few are making all the decisions, can become myopic and habitual. Decision bottlenecks will occur, slowing the pace of reaction and change, and blindspots will develop. None of these position a company well to compete in the market.
Having your team work in a padded room where they can do no harm to themselves or others, also limits their ability to do something great, bold or truly innovative.
Very few leaders believe they are micromanagers. However, I would argue that most of us have that tendency. We may differ in magnitude or may have certain aspects we feel more compelled to micromanage than others, but, I believe we all do it to some degree. If you look at the root cause of this tendency, it is almost never driven by a stated lack of confidence or trust in others. Rather, it is an unwillingness or inability to let go. Why? Because doing so makes us feel vulnerable. We don’t want something to come back to bite us, we just hate surprises. Do you see the conundrum in this behavior? Our dislike of being vulnerable, our need to control, sends a message of distrust and a lack of confidence in those we lead. Whether intended or not, perception is reality.
Our dislike of being vulnerable, our need to control, sends a message of distrust and a lack of confidence in those we lead.
The lesson for all of us is that part of leading is letting go. We need to step into our vulnerabilities, not retreat from them. We must set down our need to control and give our people the room to fail. Because, that same room is where creativity, innovation and greatness exists. It is not easy, and to do it alone, almost impossible. I encourage you to find someone who can call out your micromanagement tendencies. Unless you can see them in the light of day, you can’t change. Do it for yourself, do it for your people and do it for your business.
We must set down our need to control and give our people the room to fail. Because, that same room is where creativity, innovation and greatness exists.
Thanks for reading.
Elliot Begoun is the Principal of The Intertwine Group. His purpose is to grow businesses and business leaders. He helps organizations develop integrative leaders, inspire employee enlightenment, practice mindful marketing and build lasting relationships with customers. Elliot serves as a consultant, coach, and thinking partner.
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