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If you are being called a micro-manager, learn to speak a different language.
April 2010 |
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Case Study
Question: I manage a team of copywriters for a large pharmaceutical ad agency. In a recent 360 assessment process, some writers used the terms "micromanager" and "controlling" to describe my management style. They claimed that I "take too long to explain how to do things and go into too much detail," so they feel like I don't trust them to do their jobs. They're all highly talented and I do trust them, but I've learned from experience that if I'm not vigilant, they tend to miss or ignore important details. How can being thorough be considered bad management?
Answer:
The Myers Briggs Type Indicator (MBTI) is an instrument that many companies use in hiring and staff development. One of the things the MBTI examines is how one prefers to process and communicate information. It sounds like your preferred type is what the MBTI calls Sensing. That means that you are an excellent I-dotter and T-crosser. This explains, at least in part, why your career path led you to management.
Your team members, on the other hand, sound like they generally see and hear big pictures and bottom lines, but lose focus when it comes to the important interim steps. People who make their livings doing creative work tend-although not exclusively-to NOT be Sensing types (the MBTI calls them Intuitives). While you're trying to get them to follow Steps 1 through 10, what they're hearing, mostly, is Steps 1 and 10. This explains why trying to manage them, for you, is like trying to herd cats.
The opportunity for you here is not to become a better manager (you're already doing that very well, despite what the 360 says), but a better leader. What's the difference? Managers are people who do things right. Leaders are people who do the right things. So what are some right things?
- Understand that while the world of details and sequential thinking is your natural habitat, this may not be your team members' preference. Remember that it's a preference and is not inherently better or worse to be one way versus the other.
- Practice communicating like an Intuitive. Sensing types are perfectly capable of doing this, even though it isn't their preference. Here's a model that might help: One of Stephen Covey's famous Seven Habits of Highly Effective People is to "begin with the end in mind." You already know where you want to start, so start with that. Then ask yourself, "Where do I plan to wind up?" and make that the next thing you say.
Here's an example: "Drug X has a new indication. By the end of today's client meeting, we will have determined what new sales materials the reps will need by the end of this quarter."
What steps are we going to take to make that happen? Those are obviously critical details, but the point is that it might not be critical to communicate those details now.
- Trust yourself to know when to shorten your story and when including details is non-negotiable. What's the point you're trying to make? Will the details help clarify the point, or will they make it take longer for your listeners to get to it? Sometimes, saying "I'm going out to run a few errands" is more useful than "I'm going to do A at 2 o'clock, B at 2:15, and C at 2:30." On the other hand, if you're teaching brain surgery...well, you get the point.
Your communication style will be less predictable, which will engage your team. Engaged teams listen more attentively, which will translate into asking questions when they don't know what to do next, or even coming up with ideas (remember, creatives love to come up with new ideas) about what the next step should be. But most importantly, speaking the same language will enable you and your staff to share ownership of the creative and management processes, which is what happens when true leaders lead.
This month's coaching tip was provided by Karen Burd, a Forward Focus coach who specializes in verbal and written communication. To contact Karen, call Forward Focus at 973-785-3474
Copyright 2010 Forward Focus
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