Microlead, don't Micromanage
It doesn't take long to learn you don't like being micromanaged. It takes a bit longer to learn how to stop micromanaging others. Micromanagement is a symptom of a lack of trust, where a manager doesn't believe people will get the work done correctly, on time, or both. So, they check in frequently on status, ask for updates, proof of progress, and basically pester the employees. Since the lack of trust is overtly obvious to the micromanaged, it's an immediate morale drain. Reduced morale leads to reduced performance, and makes the manager's worries a self-fulfilling prophecy. Micromanagement never achieves its goal: improving workplace performance.
There's a common phrase - leaders lead and managers manage. The gist is leaders stand in front, pick a direction, and help everyone move forward together. Managers make lists, check them off and focus on activities. In large enough organizations, both are important. It's great to point the car in a particular direction, but someone still has to make sure we put fuel in the tank and packed the luggage. If you have leaders, managers, and have successfully avoided micromanagement, is there anything left to improve in the organization? Naturally, there's no shortage of improvement opportunities, but I'd like to introduce the concept of "microleadership."
If micromanaging is bad, microleading must be terrible, right? It depends on how you want to define microleading. It's not a common term, so there's an opportunity to aim it in a positive direction. Here, I am introducing microleadership as the acts leaders can do to make their teams happier and work more efficiently. Leaders have a unique ability to change the mood of a team, a project, or a person. Have you ever had a leader at your organization say, "Can you come into my office?" Was your response excitement, nervousness, or something else? Depending on the state of the company - it can vary widely. But I would suggest it almost always has an emotional response.
Leaders can use their power to change the mood in big ways.
Leaders can use their power to change the mood in big ways. "All-hands" meetings, team days, huddles, and more can pull everyone together and help define the mood and direction. Layoffs and hiring waves are other examples of big changes for which leaders are responsible. It's important for those in leadership roles to remember they don't just have to move things in big ways. Microleadership suggests leaders can have just as much impact through small nudges and actions. Enough positive micro-actions can add up to a much bigger whole than trying to pull everyone in a direction all at once. Steering a team can be like steering a ship, it takes small continuous adjustments and not one giant spin of the rudder.
What are some examples of microleadership?
Micro-affirmations
It's great to celebrate wins with bonuses, extra PTO, company announcements, and awards. But these are special because they are rare. Instead of waiting for the big moments to share the big praise, it's important to find the small moments as well. A meeting just ended? Share how you appreciated a person's perspective or how they handled a particular topic. Hear or see a happy customer? Thank whoever made it happen. If there are other metrics you measure, give some shout-outs to who you see excelling. Even if they're not done with the overall effort. Small affirmations can have big boosts to how people feel about what they're doing. The result? Even more effective efforts will likely follow.
Equip for success
Nothing will slow a team down more than poor equipment. Whether it's slow computers, bad software, dull tools, uncomfortable work environments, or more, these all slow people down - literally. A dull saw not only cuts wood slower, but it also does a bad job as well. The quality and the pace both suffer. But then, whomever wields the dull saw also has to deal with the extra stress caused by the physical problems. Their mood sours, leading them to also make more mistakes or become less careful. The physical issues become psychological, compounding the problem. Who is in charge of the quality of the tools used to do the work? Ultimately, it's the leaders.
An opportunity for microleadership is to help make sure people have what they need to do their job. They could start by asking that very simple question: "Do you have what you need?" Or, if what they need is obvious, leaders can help make sure it happens. Replacement equipment, readily available, is an almost invisible action with dramatic improvements. Yes, there's a financial cost to making it happen, but efficiency and quality gains will often make up the difference.
Plan for availability
Another example of how leaders can microlead is to make sure everyone knows they can take the time they need when they need to take it. It's easy for leaders to create the perception their team shouldn't take time off. But it is well-established taking time is necessary to keep people happy and more productive. From a microleadership perspective, supporting this can be as simple as asking "got any fun vacation planned?" Another way is to make sure everyone knows who has them covered when they need to take some time. Even if it's just for a dentist appointment, leaders helping make sure people know they're covered is a positive thing. It's also good to set the example from the top that people are free to take appropriate time off without feeling micromanaged about both their work and personal life.
Hidden Actions
Microleadership is also the hidden act of leading. Having good policies and processes around running the company is a microleadership action. It translates to people not having to wonder or worry about how to do their job. Complicated processes to refresh equipment, request time off, or thank or reward team members is an example of systemic micromanagement. Microleadership, on the other hand, gives permission to the team to decide how to best run their operations (within budgetary limits, of course). It's extending trust quietly, without declaration, but also without meddling. Doing this well requires doing many small things throughout the organization. Cutting red tape, simplifying processes, and asking where people are having problems (and how they'd solve them), are all examples of microleadership. And the best example of effective microleadership? Fewer problems - with people, with equipment, with the products and services, and with the customers.
The saying "the squeaky wheel gets the grease" should have a counter-saying: "the quiet wheel is well led."
The saying "the squeaky wheel gets the grease" should have a counter-saying: "the quiet wheel is well led." By enabling the team to do all the small things, whether visibly or in the background, a good leader makes sure their wheel never gets squeaky.
And one of the ways a good leader is successful is by including acts of "microleadership" into their routine.
What are some examples of microleadership you've seen and how did they help?