Micro-train now, or micro-manage later
Addressing the agonies of delegation
For all the ink spilled in the management literature about delegation, a lot of managers still just don’t do it.
The intractable sense for these managers is: I’ll get it done faster and better myself.
It’s hard to blame them. When a competent person becomes manager, it’s incredibly demoralizing to hand off a task and have it come back and be… well, not what you had in mind.
Now you have to:
Undo/fix the work product, AND
Manage the employee’s emotions as you correct them.
It’s exhausting.
It’s time consuming.
You start to wonder why you have employees at all.
The underlying issue
What’s really going on here is a manager who refuses to manage. They’re still operating with the mindset of doer vs. manager.
One big factor in the resistance to taking on the mantle of management is the fear of micromanagement.
Many of us see micromanagement as the ultimate sin. We don’t want to hover and nag and direct someone while they do the work we assigned them, so we stand back and hope.
Is it any wonder we ge…
