There are far fewer micromanagers than you might think.
In this episode of Management Muse, Cindi and Geoff challenge one of the most persistent myths in leadership: that holding people accountable makes you controlling. Drawing on classic leadership and expertise research, they share a simple framework that explains why most managers pull back long before they should.
Using their own pizza-making adventures as a running example, Cindi and Geoff explore how people develop competence in a role, and how managers should behave at each stage to support them. They discuss the hidden danger of ‘aloof’ management, and why generational complaints often miss the real issue.
Part 1 of a two-part series on how holding people accountable without being the villain. Tune in next week for Part 2!
Episode Highlights:
- The job progression model to calibrate your leadership style
- How to determine the bounds of micromanagement
- Why on-the-job-training is costing you
- The importance of feedback and when to give it
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Want to Go Deeper? Check Out Our Recommended Reading:
- EBSCO, “Situational leadership theory,” https://www.ebsco.com/research-starters/social-sciences-and-humanities/situational-leadership-theory
- Penney, CA. “Are You a Micromanager or Too Hands-Off?” Harvard Business Review, 2 Aug. 2024, https://hbr.org/2024/08/are-you-a-micromanager-or-too-hands-off
- Ericsson, K. A., Krampe, R. T., & Tesch-Römer, C. “The role of deliberate practice in the acquisition of expert performance,” Psychological Review, 1993, 100(3), 363–406. https://doi.org/10.1037/0033-295X.100.3.363
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