Steve was like a jack-in-the-box. He would sit at his desk chomping noisily on his favourite bourbon biscuits and then bang, he would bounce up out of his chair to check on how the team were doing. He would swirl across the office floor speaking with his team members, checking on project updates and of course double checking whether they had done the tasks he had given them that morning. After he was satisfied, Steve would scoot back to his desk and jump back into his box for another 30 or so minutes, before springing back out and starting all over again. What Steve didn’t know was that he was also on course for a full-on hernia if he carried on like this!
In Steve’s head, he was managing his team effectively. He knew what everyone was up to and felt he had his finger firmly on the pulse. He was circulating, doing the rounds like every visible manager should and would spend time talking to his staff (which would surely get him extra brownie points as a ‘people person’ wouldn’t it?).
In reality, Steve’s team thought he was a real pain in the backside. ‘Stalker Steve’ was what they called him and they labelled him a complete control freak. I’ve no doubt that Steve’s heart was in the right place, after all, he wasn’t a dictator as such. In his head, he was trying to support and help his team but in doing so, Stalker Steve was unwittingly creating a culture of complete distrust and disharmony.
The PU View
Steve needed to put the brakes on. He needed to take a step back and implement some of these tips:
If Steve had implemented these steps he would very quickly have started to nurture a culture of mutual trust and respect within the team (- and of course prevent a hernia). Undoubtedly, over time, the atmosphere would change for the better and as a result, individual and team performance would see improvements too.
If you are looking develop your micromanagement skills you’ll love; Moving From Micromanagement to Masterful Leadership by Rhonda Geddis.
Pic by Charles Barsotti