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This just speaks to an environment that lacks trust. Micromanagement happens when you can't trust that people will do the work. Disengagement becomes bad if y

by mvkel 4y ago

This just speaks to an environment that lacks trust. Micromanagement happens when you can't trust that people will do the work. Disengagement becomes bad if you can't trust that people will do the work. Hire people you can trust to do the work and let them do it.

drewcoo 4y ago
There are many paths to "people you can trust," so what are you suggesting? The interesting part was left out. How do you determine trust? How does trust differ by role? How do you verify continued trust? Etc.
- shalmanese 4y ago
  Trust, but verify. Start off in a position of default trust, give people clear goals with a understood metric for success. If someone is not meeting expectations, then start more intensively managing for development with the explicit goal that you want to return to a place of trust. Start with small wins to build trust that you can increasingly delegate larger and larger areas of responsibility.
  - danson 4y ago
    The "but verify" here is the difficult bit. Calibrating the verification frequency and intensity is the art of balancing micromanaging vs disengagement. The reality is you verify by being more hands on than you or your report want to in be long term - but a good manager explains what you're doing and that it is time limited intensity to build trust.
    - antisthenes 4y ago
      It's not difficult at all. If you find that someone needs constant micromanagement and doesn't get things done otherwise, it's probably best to part ways with that employee. Assuming, of course, that you gave them a fair chance initially.
    - mvkel 4y ago
      Not difficult at all. Define metrics that you both agree are an accurate measure of accountability for the role. If the metrics are off pace, have a convo about what's happening and what needs to change to get them back on pace. If they can never get back on pace, then there is a problem with the metric (trust in the system), or person (trust in the employee). Again, it all comes down to trust.
gardenhedge 4y ago
> Hire people you can trust to do the work and let them do it. And give them pay increases in line with inflation, in line with their gained experience and equal to or above market rates

by mvkel 4y ago

drewcoo 4y ago

There are many paths to "people you can trust," so what are you suggesting? The interesting part was left out. How do you determine trust? How does trust differ by role? How do you verify continued trust? Etc.

shalmanese 4y ago
Trust, but verify. Start off in a position of default trust, give people clear goals with a understood metric for success. If someone is not meeting expectations, then start more intensively managing for development with the explicit goal that you want to return to a place of trust. Start with small wins to build trust that you can increasingly delegate larger and larger areas of responsibility.
- danson 4y ago
  The "but verify" here is the difficult bit. Calibrating the verification frequency and intensity is the art of balancing micromanaging vs disengagement. The reality is you verify by being more hands on than you or your report want to in be long term - but a good manager explains what you're doing and that it is time limited intensity to build trust.
  - antisthenes 4y ago
    It's not difficult at all. If you find that someone needs constant micromanagement and doesn't get things done otherwise, it's probably best to part ways with that employee. Assuming, of course, that you gave them a fair chance initially.
  - mvkel 4y ago
    Not difficult at all. Define metrics that you both agree are an accurate measure of accountability for the role. If the metrics are off pace, have a convo about what's happening and what needs to change to get them back on pace. If they can never get back on pace, then there is a problem with the metric (trust in the system), or person (trust in the employee). Again, it all comes down to trust.

gardenhedge 4y ago

> Hire people you can trust to do the work and let them do it. And give them pay increases in line with inflation, in line with their gained experience and equal to or above market rates