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To Micromanage or Disappear Altogether?

Command and control, or withdraw and watch. Leaders often swing between these two extremes. Either we take charge in order to get results, or we let our managers do whatever they think is best in order to keep them motivated. Some leaders don’t realize that “taking charge” can result in quenching creativity and reducing initiative. Often their heavy-handed leadership deprives employees the opportunity to contribute, and so deprives the organization of their contributions. But passively watching is no better. Withdrawal leaves a leadership vacuum. Our managers need guiding priorities, constructive feedback, and strategic input. They need our vision.

Accountability and empowerment are not mutually exclusive. Instead, they can be powerful partners. Two sides of the same coin. Strong work horses when pulling in the same direction.

Control doesn’t necessitate being controlling, and extending professional latitude shouldn’t lead to chaos. The key is regular communication about shared values and expected outcomes. Shared values serve as guiding principles. They provide unity and freedom for the decision-making of disparate operations. But they also set boundaries that everyone has previously agreed not to cross.

Define roles and responsibilities in terms of outcomes. Then hold teams and individuals accountable. When we articulate expected outcomes, we provide ample freedom for people to decide how they’ll achieve those outcomes. And we establish a clear means of measurement, the basis for meaningful accountability. Continue to insist on results, but do so in such a way that taps into the professional motivations of your team.

Both empowerment and accountablity. Leaders get better results, and everyone experiences increased job satisfaction. You’ve just designed a culture where people look forward to working hard for you. Now that’s a powerful partnership!



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