There’s an imaginary line that exists separating the activities of managers and the activities of their team. Staying above that line by leading and coordinating the work of others achieves superior outcomes, where goals and targets are achieved by assigning work, providing appropriate tools and support, and by motivating others to achieve. But often, because of comfort, control or fear, a manager may find himself dipping below that line . . . and staying there.

Let’s take the newly promoted manager who suddenly has responsibility for managing a project to ensure it is delivered on time. He no longer does the work; he must now coordinate others to do it. Time is running away and the new employee just doesn’t have what it takes to deliver (in who’s opinion – that’s another story). All too often the decision is made to step in . . . . just this time, right? Wrong!

Continually jumping in and doing the work of others may get the job done in the short-term, but there is no long-term gain. Micro-management stifles and can snuff the empowerment, development, creativity and potential of others. It is also frustrating and claustrophobic for some. And it’s not doing your career any favours either. Micro-Managers need to identify and network with their management colleagues, maintaining a top down view, considering the interdependencies of work with other teams and translating the vision and strategies to team members.

Are you a Micro-Manager?

Consider for a moment the top 5 – 10 activities that consume your week. Write them down. Now draw a line across a page. Which of these activities fall easily above the line within your role as Manager? Which of these have you held on to and should be undertaken by others? How grey is your line?