I have been hearing a lot about “micromanagement” lately in my coaching work with 360° LPIs (Leadership Practices Inventories) where invited Observers are asked a series of questions regarding the Leaders’ behaviours that either support them or detract from their learning, their self-concept as professionals and thus, their job satisfaction. In a series of interviews with professionals in another organization with retention issues, the issue of “micromanagement” surfaced with regard to a leader whose knowledge, expertise and meticulousness led to her team’s sense of being “overpowered’ and disrespected by her tendencies to “micromanage” others.
In the context of business management, “micromanagement” is defined as a management style whereby a manager closely observes and/or controls the work of his/her subordinates or employees. In a 10.16.2017 Fast Company newsletter piece titled: ”Stress is making you micromanage, which is making everything worse”, the author, Caterina Kostoula discusses the effects of being micromanaged on health, creativity, retention and productivity and asks the reader to consider why there is a need to micromanage, what is the source of anxiety that is leading to the behaviour. She suggests a number of ways to understand and curb the tendency.
Both these experiences and readings have brought me to Ed Schein’s 2013 Humble Inquiry text, which is about the art of questioning, rather than telling. In today’s social organizational climate no one wants to be told, least of all highly educated professionals of any age who believe that their education and expertise ensures they will be treated with respect as the knowledge workers they are. Ed Schein is a thought leader who has maintained his interest, involvement and noted expertise in the world of people, organizations and culture for 60+ years. He is 90 years old, a former professor in The Sloan School of Management, a master in organizational culture and leadership and still a powerful force in the organizational development world.
There are different forms of Humble Inquiry outlined in the text and there are a few commonalities among them.
1. Humble Inquiry implies a desire to build a relationship with colleagues that will lead to more open communication and greater feelings of teamwork, trust and mutual respect.
2. It implies that one makes oneself vulnerable and thereby, arouses positive helping behaviour to the other person. It is about an attitude of interest and curiosity.
3. Humble Inquiry is necessary if we want to build a relationship beyond rudimentary civility, because we may find ourselves in various kinds of interdependencies in which open, task-relevant information must be conveyed across status boundaries.
4. It is only by learning to be more humbly inquiring that we can build up the mutual trust needed to work together and open up communication channels.
It is likely that in the volatile, uncertain, complex and ambiguous organizational world of today, it is easy to fall into the trap of micromanaging to avoid the anxiety of not knowing. By better understanding our discomfort with highly uncertain outcomes, we may get better at identifying and understanding a tendency to micromanage – and by the way, this tendency may be seen by others before we are able to see it ourselves. The next necessary step is to identify the behaviours that are deemed by others to be micromanaging. The final and very important step is to successfully learn the art of Humble Inquiry and to use it whenever we feel the urge to take the lead away from others to dispel our own discomfort.
With thanks to Ed Schein, Caterina Kostoula, Fast Company and a series of online summarizing authors from sites such as Agile Jottings.