Micromanagement -- A Necessary Evil?

 Merriam-Webster’s Online Dictionary defines micromanagement as “manage[ment] especially with excessive control or attention on details”.

I disagree — especially with the word – “excessive.”

I straddle two worlds.  I am a big picture, innovator who loves to dream…think strategically…and then make it all happen.  But I am also highly analytical, obsessive about details, and relish getting into the nits and grits of running a business.  As my venture becomes increasingly complex, I’ve found that I can no longer be on top of everything at the most granular level.  I find myself needing to both “zoom in” to ‘close focus’ and “zoom out” to ‘telephoto’ as the business demands.

I’d make the case that, as a leader, one has to both micro-manage AND manage from the 10,000 ft level where the big picture and strategic opportunities are in sharpest relief.

From a ‘close focus’ perspective…you can’t successfully manage a business if you don’t deal with the details.  You have to take the deep dive to be on top of design and development, product quality, and customer support at a most fundamental level.  You need to touch it…feel it.  You also have to provide continuous speed and heading checks to the team as you execute versus fluid strategies that continually evolve – sometimes at rapid fire pace.  If ever there is a place for micro-managing, an early to mid-stage start-up is it.

However, if you are always in ‘close focus’ mode, you will cripple growth – both your company’s and your team’s. When you are only “zoomed in,” you will not only miss the big picture, but you will smother your team’s creativity.

So, as a leader you also have to frequently “break surface” to take in the vistas and contemplate business conditions from an aerial view.  You need to understand competitive, market and regulatory trends, customer needs, and the interrelationships between them all.

The critical bridge that permits a leader to effectively operate from both perspectives is a competent team. The team needs to be well trained, with a problem solving orientation and a crystal clear understanding of the business objectives they are tasked to deliver, and the targets against which their performance will be assessed.

“Zooming in” and “zooming out” is a balancing act.  However, for effective leaders, the ability to do BOTH can be a critical determinant of success.

Elena Bajic,