Micro-management is a motivation vampire…please forgive the hyperbole.
A quick working definition of micro-management is to manage with excessive control.
Autonomy is life giving…being controlled will suck the life right out of you.
Obviously, what is excessive varies from situation to situation and some situations require more oversight than others. For example, when a task is new to a person they may require significant oversight and instruction, but if they still need a high level of oversight and instruction after some training then either they do not have the attributes required, the tools required, the proper context in which to practice, or you are a poor teacher/coach/manager.
Minimalist Management is based in the belief that meaningful and clear work allows people to flourish. The people you care about…team at work, children, friends, etc…will thrive when they are working toward something they believe is meaningful and they understand how to be successful.
This pertains to teaching your children to mow the lawn, enlisting your friends in your service activity of choice, or influencing your team to support the new organizational strategy. Meaning and clarity matter!
This isn’t just an opinion. Research published in the top academic journals supports this claim. Meaning and clarity are a part of what is often called empowerment. For example, Seibert, Wang, and Courtright (2011) provide evidence from numerous studies that empowerment is positively related to satisfaction, commitment, performance, voluntary pro-social behaviors, and innovation. Further, it is negatively related to strain and a desire to leave an organization. If you want more nerdery, I will put a little more at the end of the article.
If you started to glaze over during the academic speak…that is all really good stuff for the people you care about.
Warding Off Micro-Management Using Minimalist Management
The Minimalist Manager version of garlic, mirrors and sunlight, or a crucifix and holy water is the The Minimalist Management Bill of Rights. It provides some good starting points for warding off this motivation vampire as well as many other motivation vampires.
If you fear you will need to struggle against a real vampire read Six Ways To Stop A Vampire.
Right 1. Everyone deserves the opportunity to strive toward something personally meaningful.
Do your people understand how their work will improve things for themselves, their family, their team, their organization? If not, it’s time for a conversation. Don’t assume they do. You know what they say about assuming…Don’t do it…this is a family blog.
Right 2. Everyone deserves to have clarity of task and purpose.
Do your people understand what is being asked of them and why they are being asked to perform that task? If not, it’s time for a conversation.
Right 3. Everyone deserves to believe that they can successfully complete their work.
Do your people have the abilities and tools to complete their work as well as an environment conducive to the completion of their work? If not, you need to train them up or move them to another task. You need to get them the tools they need. And/or you need to create a conducive environment. Failure to do these things will lead to demotivation as it will be unclear to your people how they can be successful.
By using these rights as pillars of your culture you should ward off micro-management before drastic measures are required.
However, if you are not diligent then your people will likely fall short of your expectations and you might convince yourself that your people need excessive control. You will then exercise that control and you will create a negative habit that will drain your people until they avoid you, quit, end the friendship, or end up in years of therapy to overcome your parenting.
You have the choice to drain life or give life to your people. Don’t be a vampire.
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Just to be clear. I could go on and on talking data on this…
One more example study, Liden, Wayne, and Sparrowe (2000) showed that meaning and competence (two key dimensions of empowerment) held important relationships with outcome variables. Meaning held the key relationship with satisfaction and commitment while competence was key to performance. We need all three to create a healthy performance environment. This study also provides empirical evidence for the importance of high quality inter-personal relationships even when controlling for beliefs about the work itself.
A note about the study referenced in the main part of the post. That study was a meta-analysis. Meta-analysis combines across many studies to estimate the relationship between variables of interest. That study suggests that individual level empowerment is most strongly related to job satisfaction (r = .64), then organizational commitment (r = .63), then strain (r = -.37), then intention to leave (r = -.36), then organizational citizenship behavior (r = .34; pro-social helping behavior), then innovation (r = .28), then task performance (r = .27; r = .54 when people rated their own performance). Empowerment is also likely related to other variable you might find interesting, but those variables likely had not yet been studied enough to be included in this caliber of meta-analysis. Unfortunately, this meta-analysis didn’t break down empowerment into its underlying parts, but it is otherwise a great piece of work and I am not just saying that because two or the three authors are friends of mine. It was published in the Journal of Applied Psychology which is the top applied psychology journal in the world (as was Liden et al.).