| Micromanagement can be defined as managing with | | | | A natural by-product of MBWA is a trusting |
| excessive control. Micromanaging is still commonly | | | | relationship and mutual respect. Yes! the very qualities |
| used by project managers who think that if they | | | | that form the foundation for all of the other desirable |
| define and monitor project tasks down to the | | | | behaviours such as morale, commitment, innovation |
| molecular level, there is a much better chance of | | | | etc. that you need in your project. |
| getting things done and achieving the objectives of | | | | The next big problem for micromanagers is that they |
| the project. | | | | are probably wearing blinkers and are blind to the |
| If you are a project manager, and you are | | | | bigger picture. A project is not an island but exists in |
| micromanaging, you are negligent of not doing your | | | | the context of an organisation and a wider business |
| real job. Why do I say this? Think about it. Firstly, if | | | | and economic environment. The project manager |
| you are investing all of your time in checking up on | | | | must take a holistic view and not only have an |
| your team, where will you find the time to do the | | | | inward focus but an outward focus also. You not only |
| other things that ultimately decide if your project is a | | | | have to manage the internal workings of the project |
| success for a failure? How should you spend your | | | | and the project team but you must also seek to |
| time then? | | | | influence the wider environment of customer, |
| First and foremost, you must invest significant time in | | | | sponsor and other members of the stakeholder |
| creating, nurturing and developing and observing your | | | | community. |
| team. The things that really make the difference, and | | | | The best way to ensure that you understand the big |
| make success more likely, are those wonderful | | | | picture is to make the time to wander around the |
| human behaviours that can't be brought about by | | | | building and network with those who have an |
| close or harsh management. Things like motivation, | | | | interest in and are affected by your project. Practice |
| morale, commitment, innovation, creativity, integrity, | | | | NBWA or "networking by walking around". Find out |
| trust and open and honest communications are the | | | | what's happening on other projects. Tune into the |
| keys to the project management kingdom. | | | | grapevine to get the latest gossip. Be a political animal |
| And what is the impact of micromanagement on | | | | and understand the politics of the organisation. Who |
| these illusive qualities? It kills them stone dead. | | | | is in or who is out? Who is on the way up or way |
| Everybody hates being micromanaged. It is | | | | down? Are there any changes in the wind that will |
| disrespectful and kills trust. And wouldn't you know it, | | | | likely impact your project? Who is cheering for your |
| trust and respect are the very things that enable all | | | | project and who is wishing it ill? |
| of the other desirable behaviours that you need in | | | | I know that there are micromanagers out there who |
| your project. | | | | will be shaking their heads and saying that this is a |
| Of course you must manage your team but it should | | | | load of wimpish nonsense. The most important part |
| be at the appropriate level. Empower your team by | | | | of my job is to make sure that the team is actually |
| giving them autonomy. Unleash their collective powers | | | | working. What about the slackers, trouble makers |
| so that they are fully committed and fully performing. | | | | and the just plain dumb? |
| Give them reasonably large chunks of work and get | | | | If you are unlucky enough to have one of these |
| their buy in by agreeing what has to be done, the | | | | types, then obviously some action must be taken. |
| time it will take, and what outputs are expected and | | | | Maybe their behaviour is a side effect of your |
| how they can be checked. This will promote | | | | micromanagement style? Ask them what is the |
| ownership, engagement and accountability. | | | | problem? Part of your job as project manager is to |
| Manage them by using MBWA or "managing by | | | | coach, mentor and grow individual team members. If |
| walking around". Simply wander around the office | | | | this is not possible, then reassignment out of the |
| occasionally and see how they are doing. Talk to | | | | project may be the only option. Let the bus |
| them, share with them, have fun with them, advise | | | | company carry the passengers, not your projects! |
| them and be advised by them. Be supportive and | | | | As one who has suffered the evil of |
| don't be critical. This will enable you to stay in touch | | | | micromanagement myself, can I appeal to all project |
| with what is happening. You will see at first hand if | | | | managers out there to stand back and think again. |
| they are succeeding, where they are struggling, and | | | | Come on. Give us all a break! You will reap many |
| if they need help. In other words, you will have your | | | | rewards by giving your team its wings. |
| finger on the pulse of your team. | | | | |
