I've written before about how some respectful disagreement is necessary to foster innovation. In looking at what sets the best leaders apart - those who practice the middle way - here are a few behaviors we can try to replicate: 1. We correct as needed and hopefully, learn not to make the same mistakes.īut we can also learn from others - past bosses who have either met or missed the mark, and successful leaders who share what worked for them. Sometimes we find ourselves veering off-track toward an imbalanced managerial style. Managers, like everyone else, learn from experience. It's worth figuring out how, as managers, we can achieve a middle way. They might even take pleasure in constantly making corrections.Īccording to the study's authors, micromanagement is among the top three reasons why employees resign. They incessantly keep tabs on team members and request updates on where projects stand. ![]() Over- or micromanagers, on the other hand, are too involved in their employees' day-to-day activities. The pain is inflicted slowly, drip by drip." How to spot an over-manager In contrast, the pain these nice "Neutralizers' produce is chronic. At least a controlling boss who yells all the time gets noticed: they create acute pain and people complain. "These nice, but somewhat absentee managers can continue to survive, unchecked for decades. This management style may result in smooth sailing for a while - in fact, under-managers are often well-liked - but it also prevents employees from having meaningful opportunities for growth. The company's culture suffers, as does its ability to attract top talent. If employees believe that their supervisor is not invested, they become less engaged as well. ![]() On the other hand, they can sometimes be so removed from the action that they're unable to intervene when needed, making employees feel like they're left to fend for themselves." "On one hand, these bosses give employees considerable initiative and empowerment. They give scant feedback on their employees' work and make minimal efforts to get up-to-speed. Signs of an under-managerĪn under-manager's signature behaviors include weak performance management, a tendency to avoid conflicts with employees, and generally poor accountability. ![]() As CEO of my own company, I try to avoid either of these extremes and practice what I call the "middle way." I've come up with a few strategies for figuring out how to do so.īut first, how can you tell if you are (or your boss is) under- or over-managing.
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