At the
heart of micromanagement is an ego-based failure to let go of control.
Ironically, in some cases, micromanaging leaders may see themselves as low-ego,
ultimate “servant leaders.” They may think: “Look at me, I am rolling up my
sleeves and working side-by-side with the troops.” In reality, what may look
like helping, though, isn’t helping at all since the group doesn’t often need
another operator. They need a leader. In most cases the leader’s need to be
involved often slows down the work of the group, as other things sit and wait
for him or her to review or approve them. The principles of Emotional
Intelligence say it’s not the leader’s job to stay in the weeds and micromanage
every challenge the company faces in each and every department but instead to
lead people in the strategic direction they envision.
About the
author:
Jen
Shirkani is the CEO of Penumbra Group and has spent over 20 years as an
employee development specialist, coach and speaker. She lives in New Hampshire
US with her two daughters where she oversees a national talent management firm,
providing training programs, organizational development consulting and
executive coaching. She holds a Master's Degree in Organizational Leadership
and has been a featured speaker at several national and state conferences,
universities, and at dozens of organizations nationwide. Learn more about Jen
at www.jenshirkani.com and www.penumbra.com.
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