IT’S A COMMON problem that most of us find difficult to admit. Blame it on nature if you will but the temptation to do it yourself is always more powerful than the ability to let go. How then, do you rein in this desire to control outcomes and take the easy way out? Vikas Kumar has some pointers.
Know when to Step in “The minute your time management goes out of sync, it’s a sign that you could be micromanaging,” says executive coach Ashu Khanna. “Obviously your organisation values you for your vision and strategic insights rather than the details. And sometimes there are situations when you just have to step in. But you have to be the best judge of that,” she says.
Check your Role “Remind yourself that your job is coaching and guidance. Then you’ll never micromanage. However, if you believe that your role is to drive and run the team you’ll fall into that trap,” says Alok Bharadwaj, senior VP at Canon India. This requires patience and tolerance. “Even if I think I can drive my car better than my driver, I must consciously tolerate his driving otherwise I will not have a driver. If you lack tolerance you will always micromanage,” he adds.
Give Space It’s a problem not just with people rising up the ranks but even CEOs, directors and country heads, says Khanna. “The pressure on delivery and performance is very high at the top. When you are so experienced you obviously know more than the person working with you. But because you have been successful doing things a certain way, doesn’t mean the other person can’t do it. It may be different, but it could work too. Make some allowances.”
Ask Questions Bharadwaj likens the relationship between a leader and his team to a dialogue. “There’s a skill required in a dialogue. As a leader you must be aware if you are asking questions or giving answers. If you want to see the behaviour of people change then you must ask more questions than you answer.” While asking questions, he suggests following the rule of 3 Ws and 2 Hs — why, who, what, how and how much.
Observe Others Nothing tells you better that you’re taking far too much control than the people you work with. Look out for changes in their behaviour, suggests Bharadwaj. “You will see sycophancy go up, and the irritation levels of the team also become high. And since the problem gets owned by the leader, people will only bring problems to him, not solutions.” Another trigger, says Khanna, is when you notice too many gaps in your team’s performance. “When you focus on micro stuff that the team is supposed to be looking into, obviously people in the team cannot deliver,” she says.
(The Economic Times, Mumbai, 23-12-2011)
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