Any organization, department, division or office that experiences a high turnover of employees in a short period of time definitely has issues that go deeper than just the employee that went through the revolving door. Unfortunately, numerous offices experience this – yet never look at the root cause of why it’s happening. Whether you know it or not, the ‘revolving door syndrome’ has a detrimental impact on others nearby, costs the organization money, and might just be the ‘beginning of the end’ for many organizations. Too often, managers link high turnover to people who are not dedicated, lack talent, or are just incompetent to do the job. However, I’ve learned through my experiences…and it’s also proven through academic research…that a significant part of the problem is not with the people, it’s with the system that’s been created in which they work. So, what could be wrong with the system or the process? Well – many things. My next few blog posts will highlight some of those areas.
One such issue that could be throwing the system in a tilt is the management style – specifically micromanagement. There seems to be a very fine line between macro-managing and micro-managing. Most of us would say we are macro-managers and we allow our employees some space in order to carry out the responsibilities of their job. But sadly, there are too many managers who think they are doing a bang-up job and supporting their employees, when actually…they are doing just the opposite and hand-cuffing the very people who are there to help. So,are you a micro-manager? Let’s look at some of the signs:
- Do you resist delegating work to others?
- Do you focus on ‘overseeing’ the projects of others?
- If you find mistakes, do you tend to take the project back in order to complete it yourself?
- Do you focus on the small details and tasks instead of the big picture?
- Do you ask others to ‘consult’ you before they make a decision?
If you answered ‘yes’ to any of the above questions, then you may be headed into the vast land of micro-management. But, you may be asking, “What’s wrong with micro-managing if it delivers the results I want?” Good question. My view on it is this…micro-managers tend to take certain attributes to the extreme. When this occurs, then there develops an obsession to control everything – even to the point of rendering their colleagues powerless. Then you run the risk of ruining their self-confidence, causing them to quit, and/or damaging their performance itself. You may achieve the original goal you intended, but at what cost? So take a strong inventory of your management style and find a healthy balance that helps to empower others around you to develop, grow, and make the necessary decisions to move the organization forward.