Tag: micromanage

On promoting a leader

Hire leaders for what they can do, not what they have done​
Hire leaders for what they can do, not what they have done

People are usually capable of doing much more than they currently are. And if we give them responsibilities and authority, many of them will step up to the challenge.

When looking to move someone into a leadership role, first look at their character. Then look to see if they have the respect of their peers. Finally, ask yourself if you believe they can be the leader your team needs (with some guidance and direction). Do they have the ability to succeed in this role? If they’re not quite ready for it right now, will they be soon or can we help them grow into it?

If they pass these three “tests” then they should be considered for the position regardless of whether they have the most experience/seniority. Sometimes experience helps, but sometimes it can stagnate things.

Lastly, if you are hiring someone, promoting them, making them captain of a team, etc, don’t micromanage them. If you believed in their ability to get the job done, let them do it. Did they earn the job or not? Provide tips and constructive criticism when needed, and make sure they know they can go to someone when they need help. But you take away their authority when you micromanage them (others see it and eventually lose respect for their new puppet leader).

On hiring others and getting out of the way

“The best executive is the one who has sense enough to pick good people to do what he wants done, and self restraint enough to keep from meddling with them while they do it.” – Theodore Roosevelt

Delegate them get out of the way! Don’t micromanage! You hired them because they are smart, qualified, and the right person for the job, right?

Once you’ve trained them and have the systems and processes in place for them to succeed, let them do it. There will be bumps in the road and nobody is perfect, but if you let them learn without catastrophic consequences, they’ll be better off for it and you will too.

Delegate to elevate (your business)

Think of the “who” and not necessarily the “how.” Who can do the work you either don’t enjoy doing or are not good at doing? Don’t waste time trying to figure out how you can be better at something you dislike. Find a capable person with a good attitude, who you enjoy working with, and who has unquestioned ethics. Hire them. Share your vision with them (what you want the end result to look like). Then step out of the way and give them the autonomy to take ownership of how it gets done. It takes more off of your shoulders, empowers them (making them feel better about their work), and is ultimately the only way you can scale/grow your business larger.

You need to make sure there are processes in place to get the results, but don’t micromanage. If the work gets done and your integrity is boosted (or, at the very least, stays intact), why does it matter “how” the person you delegated the task to does it? Be about the results.