HBR IdeaCast Stop Micromanaging and Give People the Help They Really Need
Dec 29, 2020
Colin Fisher, an associate professor at University College London's School of Management and co-author of 'How to Help (Without Micromanaging)', shares insights from his research on effective managerial support. He discusses how managers can communicate intentions clearly and time interventions for maximum receptiveness. Fisher emphasizes balancing support with employee independence, the critical role of trust and psychological safety, and the importance of tailoring strategies to individual needs, especially in remote work settings.
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Well-Intentioned Micromanaging
- Micromanagers often have good intentions and try to help.
- Their help is perceived negatively because employees don't understand their intentions.
Communicate Intent Clearly
- Explicitly communicate your intent to help to avoid being perceived as a micromanager.
- Clarify your role as a helper and ask questions to understand employee needs.
Gary and Aaron
- A consulting partner, Gary, helped a project lead, Aaron, by explicitly offering support.
- Gary framed his involvement as taking tasks off Aaron's plate, not changing the project.