Control Yields Crappy Results

Posted Leave a commentPosted in Leading, We=All Who Matter
Reading time: 1

To get things done consistently well with a team, the correct flow or equation is Trust → Honest Discussion → Real Commitment → True Accountability → Desired Results.

If we don’t trust that they will do the work, we will try to get results by demanding, controlling, conniving, or micromanaging. Then the flow will always become Crappy Results ← Excuses ← Grudging Compliance ← Saying Whatever ← Distrust.

We must find a way to start with trust, not control. The good news is that it takes just one person to open up. One trust-building interaction leads to all the rest. Be that one person.

 

In your corner,

Mike

 

Today’s photo credit: Seabamirum cc

The Way of the Natural Leader

Posted Leave a commentPosted in Leading
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Not scolding, not withholding, not incenting, not hoping. Neither carrotting nor sticking. And certainly not I’ll-believe-it-when-I-see-it-ing. No. The best way to improve other people’s performance is to express to them our faith in their ability to do it.

Our job, good and natural leader, is to find that place within us that believes they can even when they haven’t yet. Then we express our belief in their ability, redirect when they stumble, and celebrate appropriately when they succeed.

 

In your corner,

Mike

 

Today’s photo credit: Guttorm Flatabø cc

micro

Micromanagement, Motivation, and Getting Stuff Done

Posted Leave a commentPosted in Leading
Reading time: 2 min.

One reason we micromanage is the way we value our work.

When we arrived on this planet, we were motivated. We wanted to get good at walking, talking, and playing. We continued in school by mastering study habits and improving our grades. In our first jobs we focused on getting our work done. We were rewarded all along the way for what we managed to do. And we were often penalized for what we did not get done.

Soon we became leaders. We assumed that becoming a leader was a reward for being good at getting stuff done. And that being a leader required getting even more stuff done. So we set out to get the team to do stuff. We were not so successful. In addition to the team being unable to do the work as well (we thought) as we could, we were struck by the thought, “Wait a minute. If they do all the work, what am I here for? I better get busy, too.”

We wanted to be valued and no one told us that the measuring sticks had changed. What did they need to tell us? Simply that our value as leaders is not what stuff we get done but how well we build and maintain the environment for others to get stuff done.

 

In your corner,

Mike

 

PS: Of course, micromangement is not always bad. When team member is unskilled and not confident with a task, micromanagement rules until they get it.

PPS: Let’s get this message to our colleagues who are struggling with micromanagement. Can I delegate that to you?

Today’s photo credit: El Bibliomata via photopin cc