Managing a Micro-Manager

Have you ever had to let a person know that they are stifling their employee from doing their job because it's not done the way this person is used to doing it?

Moving from individual contributor to manager is a tough shift. You are no longer evaluated on your results but rather the results you get with and through others. Additionally, you probably did the job well, which is why you were promoted.

Understandably, it is hard to see someone else now doing your job and, in your mind, not as well as you did it. You are right. They are not yet.

And yet, it is the key. If I were managing this manager, it would be my job to help them see their current role in that work. The manager's role is to empower employees to build their skills and execute the work.

I would encourage the new manager to stay open to a different way to accomplish the same task. They must determine and communicate acceptable differences between how they did it and how the employee might do it.

The key for the new manager is to be open to the idea that there might be ways to do it differently that are better, if not at least just as good.

How would you deal with this? Please let us know your thoughts on this in the comments below.

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