Is Micromanagement Really That Bad? Making Sure the Task is Understood, Supervised and Accomplished

Is Micromanagement Really That Bad? Making Sure the Task is Understood, Supervised and Accomplished

One of the courses I’ve taught to both graduate and undergraduate business students is “Managerial Skill Development.” And among other high-energy theatrics that I employ during our class meetings, I typically ask students to think about the best managers they’ve ever had and the worst managers they’ve ever had. 

I then ask them to share some of the characteristics of these “best” and “worst” managers. The answers have become highly predictable. You probably wouldn’t find many of them to be surprising. 

Their “best” managers tend to (among other behaviors):

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Know Your People and Look Out for Their Welfare

Know Your People and Look Out for Their Welfare

It’s often said but less frequently done: “No one cares how much you know until they first know how much you care.” 

Being a technical expert can help you be an influential leader or manager—people like to follow people who know their stuff. 

But if you want to motivate people for the longer term, if you want people to follow you because they truly want to do so, you need to dig deeper. People need

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The Higher Calling of Managing People

The Higher Calling of Managing People

As my students can attest, I have a tendency to get rather enthusiastic in the classroom. The reason for that is twofold: (1) I find the topics I teach rather interesting and important and (2) I think that if I expect anyone else to get excited about the material, then I have to demonstrate that excitement myself. 

And there’s one part of one class lecture in particular when I get especially fired up. 

It’s in my concluding comments regarding the topic of

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Make Your Meetings Matter

Make Your Meetings Matter

Like most people, I've spent my fair share of time in meetings at work during which stabbing myself in the eye with my stainless steel Zebra ballpoint pen began to seem like a good idea. 

Anything to get me out of that room. 

Anything to change the scenery.

Anything to end my forced participation in something that added no value to my existence whatsoever. 

But the truth is

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Being a Rock Star Supervisor Starts on Day One

Being a Rock Star Supervisor Starts on Day One

Starting a new job, although exciting, is full of stressors. It's an overload of information-seeking and trial and error. It's a time when you're trying to figure out where to go and what to do, while simultaneously building new relationships and trying not to look like an idiot. 

At least that's been my experience.

Those first few days and weeks in a new organization or role are also ones in which you depend greatly upon the support and assistance of others. Good organizations often assign someone to show you around and help you adjust. Sometimes that person is your new supervisor; sometimes it's not. 

Regardless of whether or not

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