Revenue Journal®

When someone in business says, "He's a micromanager," it's not a compliment. They say, "He's a control freak," "he doesn't empower people," and "he's obsessed with details." The common wisdom is that micromanagers are not anywhere near as successful as the more hands-off managers, that micromanagers cannot change, and that they are not destined for the highest levels of management inside corporations.

The common wisdom is wrong. In fact, it's usually a weak defense offered by lazy managers who don't really know the specifics of what they are managing, don't pay attention to detail, don't get things done, and need someone to blame when things invariably go wrong.

Micromanagers are the most effective people. They are the ones who can run the show the way it needs to be run. No detail escapes them. Projects never spin out of control; small problems are spotted and remedied before they become big problems. They recognize other micromanagers and promote them.

A lot of entrepreneurs are micromanagers. They have high standards. They start their own companies because they believe in "doing things right," and they are frustrated by people who aren't doing things right where they work. The more they tried to get others to "do things right," the more they are out of step.

I was such a person. I can remember a meeting once - ages ago, before I had learned what I know now - where I was passionately trying to convince everyone in the room what the company needed to do to be successful. After I was done, there was a silence. Then one of the more casual employees looked at me and said, "Kristin, are you ok? I mean, you're not having a nervous breakdown or anything, are you?"

The other managers in that room weren't interested in leaving their comfort levels and doing what they had to do to be successful. But, the CEO had a different reaction. Soon after, he asked me to head up a new division because he wanted me to put that passion to work where he needed it most.

Micromanagement, when it's done right, separates heroes from has-beens.

Micromanagers are micromanagers because they have high standards. They believe that doing things right leads to a successful result. The problem is, not everyone shares their passion and dedication.

Since very few people feel ready and can afford to start a company when they first begin to work, these high-standard types suffer through years of "working for others" before they can finally set off on their own.

At first they are very successful, because clients and customers appreciate their high standards. As they start to hire others, however, the situation starts to sour. The same frustrations that led them to start their own company arise - as they attempt to get their employees to be as passionate as they are about serving the customer.

If they haven't had a skillful micromanager mentor, at this point emotion can start to take over. Their frustrations explode. They say things that make the target of the ranting feel very "unempowered": "I can't believe you did this! What were you thinking? This is the most ridiculous thing I've ever seen."

If the problems continue, at some point the frustrated boss says, "Stand aside. Since I can't trust you to do this, I will do it myself." The employee now feels worthless, helpless, and ANGRY. Most people who find themselves pushed aside in this manner start looking for another job.

These employees are angry because it all seems so unfair. First, their boss didn't give them the information or structure they needed to get the job done right, and then when they didn't do it right, their boss became abusive, dismissing their efforts as "worse than worthless," sweeping them aside, and taking over their job himself.

This all-too-common scene can be eliminated.

There's nothing wrong with a passion for excellence. It's the main driving force behind the successful endeavors. It's the "secret" ingredient that makes a product or service valuable to others.

Customers love companies that have a passion for excellence. They love it when they call a company, and instead of getting the robotic runaround or rude "complaint desk" treatment, their issue is addressed with a sincere, passionate desire to make it right. Remember the hotel manager in the movie "Pretty Woman," starring Julie Roberts and Richard Gere? That guy was the quintessential "make it right" micromanager. He even taught his client's hooker how to eat in a fancy restaurant. The casual manager would never even consider doing such a thing.

Rather than trying to stifle his inner micromanager, the micromanaging boss should take a completely different approach. He should start creating mini-micromanagers! Spread the passion! Empower his people to be as dedicated as he is.

Will they? I can hear you asking this question. Yes. In my experience, almost everyone who works wants to do a good job, even an exceptional job. It's up to their boss to give them the right information, and structure, and resources:

They need to know what's important - and what's important should not change from minute to minute, hour to hour, or day to day. If you make the right things important, it won't have to change - ever. For example, the right things could be, "We will make sure we solve our customer's problem, no matter what, and we will make sure that we never spend more money than we take in." Any business that makes these two things happen is going to succeed. Yes, that's right, it's that straightforward. If you are solving your customers' problems, and you never spend more than you take in, you will always have enough business and you will never run out of money.

You need to be absolutely driven about efficient processes and systems. What are they doing? How are they doing it? Where is the wasteful redundancy - in processes, databases, systems, employee tasks?

If you are constantly asking these questions, observing people work, and finding ways to eliminate the inefficiencies and "stupid systems," you will build an infrastructure that makes people happy to come to work each day. People start every new job hoping that things will make sense and be efficient. As they discover the nonsensical and inefficient aspects of their job, they become less and less passionate. The best people quit first.

Expect to learn something from your employees as you conduct your ongoing investigations into processes and systems. The people doing the work every day always have insights and ideas. Ask them questions until you understand what they are trying to do and where they run into problems.

As you learn and make improvements, create educational systems. One of the most neglected aspects of efficiency is proper instruction. Don't force people to "find out" what something means; spell it out. Make the information readily available, so when they get stuck, they can quickly get the answer, and go back to work. If they are groping for answers, they aren't working. They are probably interrupting other people who are trying to get their own work done. Build "education" and "documentation" into everything you do.

They need you to TELL them you are going to let them become their own micromanagers. "I know you don't want me to micromanage you. But I have to make sure you do it right. That's why I am so picky about the details. So, I'm going to do everything I can to delegate that micromanagement to you. I'm going to empower you to be your own micromanager! I'm going to help you develop the systems and processes that enable you to 'do it right.'"

Work with them to develop checklists, goals, and ways to measure and report on their ability to meet those goals. Make it clear that you will only micromanage them when they don't micromanage themselves.

Don't yell. If you haven't already, read last week's post ("Managing yourself"). Yelling is a complete waste of time and energy. Focus on solving the problem together, not playing the blame game. Splitting your own team into "offense" and "defense" means you're fighting each other, instead of working together. If you get frustrated, face it, calm yourself, and start working on a solution together. Someone has to be the adult, and set the proper, constructive tone. You're the boss. It has to be you.

Micromanagers, unite! Better yet, procreate! Create new mini-micromanagers, so you can expand and grow - knowing that things will still be done right. Spread your passion for excellence. Keep it focused - on customer needs and proper fiscal management - and you will convert your passion and frustration into a steady stream of revenue.