5 Leadership Lessons You Can Learn from a Micro-Manager
When I was in my early twenties, within the space of about three weeks I lost my job, my grandmother passed away (her funeral was on my birthday, no less), my dog died, and I became fairly ill. It was like a country song gone bad.
During that season, I worked for a guy that was a micro-manager. I was in a job that stretched me, for sure. But I was willing to work on the things that I didn’t know, and I was committed to do whatever I needed to make things work with my boss.
No matter your situation there are leadership lessons that you can learn. Regardless of circumstances, there are always “take-away’s.” These are lessons you can learn if you give it a little thought and reflect on your experiences.
Here are five such lessons I learned from my experience working with a micro-manager:
Be willing to work on your differences
One of my takeaways from that experience is to always be willing to work on the things that make you different. Everyone has unique gifts and strengths to bring to the table.
What are your strengths? What are your boss’s strengths? What are your subordinate’s strengths? What differences are there? How can your differences complement one another?
If you sit down and go through these, chances are you’ll find that your strengths and even differences complement each other and, if you use them correctly, can really move your team from being so-so to being awesome!
Hire the right people for the right position.
Knowing about strengths and personality can also help on the front end. Before you ever hire someone, it would serve you well to perform a personality test and a strengths assessment. Using these two things can tell a boss or hiring manager up front if they are the right person for the position you’re hiring for (and, just as importantly, if they’re not).
Give people the freedom to do their jobs.
Once you hire a person, you’ve just given that person your endorsement. If you feel a need to micro-manage, then the insecurity is really with yourself. So, back off and let the person do what you’ve hired them to do.
Give your new hire time to adjust to the new position, responsibilities, and culture. If you discover they need additional training for technical skills, then provide
If you discover that someone is not as proficient as they first seemed? You have at least two options:
- Provide more training.
- Let them go and rehire that position.
The issue with the second option is that it usually will cost you more to re-hire than to invest in some training.
Develop your people as needed.
Every company should have a training culture. The best companies know that it is easier and cheaper to train staff than to rehire for those positions.
Few people come into a new job or position knowing everything they need to know. Whether it’s a matter of training on company culture and process or learning new hard skills, there is a learning curve for every job. (Even for people that move within a company, different departments can even have their own unique culture within the overall company culture.)
Investing in training leads to more engagement and better retention of employees. Commit to a culture of training and development.
Work on Yourself as the Leader
There are a number of companies that have a great training culture…initially. Does your company continue to develop and encourage the development of its employees beyond the first few weeks or months?
Amazon’s training includes a 1-month initial training program as well as prepays 95% of employee’s tuition for in-demand fields.
Bonobos, a leading retail company, has multiple offerings to train their employees in leadership, management and customer service.
Randstad US not only offers programs in management, leadership, communication, and presentation skills, but also offers its employees both mentoring and coaching services.
As you may have gathered, my boss was not committed to working on things as I was, and I was let go. It was disappointing, but I definitely did learn a lot from that experience.
There are some things that both of us could have done to really make that situation better. I have learned to be a better communicator. The pastor I worked with could have committed to working on the relationship and helping me get better instead of asking me to leave immediately.
It may not have been the right position for me anyway; however, that’s why it’s so important to know more about people on the front end of hiring. I definitely believe that every company, every boss, and every hiring manager could benefit from doing their due diligence before they hire anyone. And every company can engage their employees by providing training to get them familiar with the company culture and continue to develop them as leaders and people.
What does your company do before hiring someone? What kind of on-going training do you provide?