M5…not the car
July 6, 2009
Meddling Micro Managers Make Mayhem
Too true, eh? And yet, how often do we witness and experience this in businesses large and small? I’ve experienced this way too much and it astounds me that people don’t get the concept of losing control to get more enjoyment and better results in a business. These types of managers or owners typically think they are the only ones with intelligence. They think they are the only ones who truly care about the success of the business and its profitability and prosperity. So, they continually make all of the decisions about the business, be they tactical or strategic. They rely on self to have important conversations about how the business is doing- why it’s getting the results it gets and how things must change. There is little to no desire to seek out opinions and ideas elsewhere. There are no meetings with key staff to dive into issues and ask tough, honest questions. There is no discipline in getting a collaborative strategy developed and employed. They dive into the smallest details and watch everyone and every project like a hawk. After all, the owner is the main player, has the answers and must not let you get away with thinking.
Ask yourself this- why are so many small businesses, and even large ones too, going out of business in this tough environment? Is it really all just about the economy and the market they serve? Let’s be clear, I’m sure those are definitely big factors. But, they are far from the only reasons. Typically, owners of businesses don’t seek counsel, advice and ideas from the broad slate of stakeholders or advisors until it is way too late. In the past year, a consulting associate and I have had a number of desperate inquiries from businesses about our services. We definitely could help them. There’s a problem though- they are out of money. It’s too late. And it’s not unusual for us to hear, “Gosh, I wish I contacted you much earlier. You could have really helped me.” You see, they believe they can solve their problems by themselves.
How do you lose control to get more? Actually, you’re give up control by delegating tasks with clear personal responsibility, accountability, and goals and by encouraging and fostering the flow of ideas, opinions and expertise from your staff and others (such as mentors, your board, important stakeholders). It takes swallowing your pride and admitting that you don’t have to know it all. It takes developing a real trust in your people. It takes a commitment to developing your people. It takes leadership in visioning and then communicating a course and objective.
It’s done by some and it works tremendously well. It’s just that too many people don’t practice these things. Sad and unfortunate.
© 2009 Peter E. McDowell
PERFORMA Business Development
Different View/ Better Results
Web @ http://www.performabusdev.com
Blog @ http://petemcd.wordpress.com/
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Entry Filed under: Strategy. .
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