Written by: Santarvis Brown, Executive Contributor
Executive Contributors at Brainz Magazine are handpicked and invited to contribute because of their knowledge and valuable insight within their area of expertise.
It is easy for a leader to micromanage. After all, when we step into a leadership position a new leader feels as though it was their strengths and style that got them to a promotion or opportunity. And a new leader will want to replicate, or instill, those same values and work ethics in the people that leader manages. Often, whether intentional or not, new leaders resort to micromanaging. And there are two significant reasons why.
A new leader does not want to fail in their role and believes their way is the best way.
The only style of leadership a new leader knows is their style.
Because of these two beliefs, a new leader goes to what they know. And in an effort to outperform as a group, that new leader wants everyone in their group to act the same way. That leader wants to create a group of mini-me’s.
So then tell me. Is that how you became a leader? Did you do everything that your previous leaders did?
Did all of your previous leaders treat everyone the same? Did all of your previous leaders have the same work ethic or leadership style? Do you enjoy when your leader micromanages you? Or do you prefer that your leader challenges you, yet allows you to find your own leadership style?
A micromanaging leader often places the following negative impact on their team:
Decreased productivity
Stifled creativity and innovation
Lost trust from employees
Increased turnover in their work groups
These result in a team that suffers with stress, frustration, and burnout
If you see these symptoms in your team, you may want to take a step back and evaluate if you are micromanaging. And the negative consequences if you don’t adjust your leadership style.
One way to do this is look at the undergirding. Not familiar with the term? Undergirding is a quiet terminology in leadership derived from the undergird of a horse’s saddle. Often hidden behind the strength of a horse, the undergirding is what secures the saddle to the horse. Without strong undergirding, the saddle will be loose, move around, and eventually create problems. A strong undergirding will provide balance and support to the horse (team) and the rider (employee). Remember that all riders are different.
Some are tall and others short. Some are thin and others carry extra pounds. Some riders ride loosely, while others keep their legs tight. Each rider is different. Each team member is different.
As a leader, think of your style as the undergirding. You are in your position not to micromanage your team, but to provide support. Look to each person’s strengths and identify where those strengths will best improve your team. Identify how you can mentor to that person’s strengths to improve that employee’s abilities.
Your goal as a leader is not to create identical versions of yourself. Your goal is to provide the support each employee'-s needs to encourage creativity, innovation, and teamwork. You are, as a leader, the undergirding to your team – not always seen, but the support and foundation to your team’s success.
Santarvis Brown, Executive Contributor Brainz Magazine
Dr. Santarvis Brown has spent 15+ years serving as a leader, innovator, and changemaker in education, showcasing in-depth insight as an administrator, educator, and program director. A noted speaker, researcher, and full professor, he has lent his speaking talent to many community and educational forums, serving as a keynote speaker. He has also penned several publications tackling issues in civic service, faith, leadership, and education.
