The Real Problem with Micromanaging

You’re smart.  You’re good at your job.  Conceptually you get it that your success depends on getting the best from your team.

Yet what you understand conceptually and do in practice is miles apart.

Are you guilty of micromanaging? 

Wanting to control everything.  Have a hand in everything.  Have a say in everything.

I could list a whole host of consequences of micromanaging

But let’s get to the point fast.

The real problem with micromanaging

The speed of the team and the speed at which you achieve is determined by you.

As you only have so many hours available in the day, you actually become the block or barrier to achievement.

So ask yourself this

  • Do you want to be the manager who achieves or
  • The manager who controls plenty but achieves little?

About the Author Duncan Brodie

In summary since 2006 I’ve worked with in excess of 6,000 accountants and professionals in workshops, seminars and one to one helping them achieve career success and become better leaders and presenters. Before that I spent 25 years in accountancy climbing the career ladder from Payments Clerk to FD. I’m a CIMA Fellow, Certified Professional Coach and Team Coach Facilitator.

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