The Wasteful Effects of Micromanagement

Micromanagement: Everyone knows the term. Micromanaging is a method of management in which an individual closely observes or controls the work of an employee. In comparison to simply giving general direction, the micromanager monitors and evaluates every stage in a process, from beginning to end. This behavior negatively affects efficiency, creativity, trust, communication, problem-solving, and the company’s ability to reach its goals.

In the best situations, micromanagement is an impediment to progress and in extreme cases it can cause the organization to stagnate. Let’s look at the some of the effects that come with micromanagement.

Micromanagement prevents innovation. Employees can’t come up with new ideas and procedures on their own; they have to constantly check with the micromanager who is often unavailable. Workers become “drones” that wait to be told what to do rather than take risks that come with innovation. Employees with skills and knowledge will leave such situations and the organization is left with workers who are content to wait to follow instructions.

Micromanagement slows workflow, as all approvals have to go through the manager who will not give up control. It is not efficient for normal work to have to wait for approval from an overzealous manager. Everyone in the organization learns to just wait until it has to be done and then do what they are told to do. Delegation is an essential element in any organization and it is an essential skill for any manager.

Micromanagement creates dependent employees. After being micromanaged, your staff will begin to depend on you, rather than having the confidence to perform tasks on their own. Micromanagement makes your team feel like they can no longer handle the work without your constant guidance. If you micromanage too much, your employees’ skills, talents and insights can fall to the wayside, leaving you with a team that only knows how to do what it's told. You must allow your employees the freedom to think and act on their own. When your employees aren’t dependent upon you, they’ll continue to think on their own – and when employees have the freedom to think on their own, great things can happen.

Micromanagement prevents an organization from using the talents and skills of the staff. Employees are hired because they have the knowledge and ability to do a job. If they are constantly being hovered over by an oppressive manager, then they cannot do the jobs that they were hired to do.

Micromanagement prevents autonomy. When you micromanage, your employees begin to feel like they’re losing their autonomy. When this happens, they’ll slowly lose the desire to do anything but that which you demand, and little more. No one will step outside the proverbial box or go the extra mile for a task. You hand those same people a certain level of autonomy and they will take pride in what they do and how they do it. A lack of autonomy will squelch growth in your employees.

Micromanagement causes high turnover of staff. Let me put it simply: Most people don’t take well to being micromanaged. When employees are micromanaged, they often do one thing; quit. Considering the reasons why managers micromanage (ego, insecurity, inexperience, perfectionism, arrogance), it’s simply not worth the high turnover rate. Having to constantly train and re-train staff not only robs your department of momentum, it affects the company’s bottom line and destroys morale. Friendships are made and destroyed, and eventually this will crush the spirit of your staff.

The effects of micromanagement can be disastrous for a company’s culture. Employees will soon realize that you are not listening to them. They will undoubtedly shut down, stop making suggestions or going to you with questions. Ultimately, employees will become disenchanted and will eventually quit to work for another company.

Lean Quote: Be The Energy You Want to Attract

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"Be the energy you want to attract ." — Unknown

Great leaders take vision and passion to the next step by investing their time and energy to create environments in which employees are engaged in meaningful work and eager to contribute. Passion isn’t something you can expect or mandate. You can, however, create the conditions for passion to be unleashed. Because leaders value passion, it is only natural that they expect passion in the workplace.

Passion is the driving force that enables people to attain far more than they ever imagined. Without passion there is no drive to succeed. It is the fuel of the will, and everything you do as a leader must express your passion. Passion is contagious and is easily shared. Passion will bridge moments of weakness, and will drive you past your failures while reaching for your goals. Passion radiates from you and is easily detected by others.

Leaders harness the passion of their team to bring about change. They engage people’s hearts and ever-deeper passion and commitment. When we care about our work, we will often be harder on ourselves than anyone else would dare to be. When we really care about the customers we serve, we’ll go out of our way to ensure that each “moment of truth” (contact with customers) is as positive as we can make it. When we care about making our organization successful, we’ll go above and beyond our job to do whatever it takes to be part of a winning team. When we care about our products or services, we’ll do whatever it takes to continue feeling proud of what we do.

Passion drives a lot, and you can inspire so much in others through your own passion and enthusiasm.

 

Lean Tips Edition #108 (1621-1635)

For my Facebook fans you already know about this great feature. But for those of you that are not connected to A Lean Journey on Facebook or Twitter I post daily a feature I call Lean Tips.  It is meant to be advice, things I learned from experience, and some knowledge tidbits about Lean to help you along your journey.  Another great reason to like A Lean Journey on Facebook.

Click this link for A Lean Journey's Facebook Page Notes Feed.

Here is the next addition of tips from the Facebook page:

Lean Tip #1621 - Set the Tone From the Start

Successful employee training starts from day one. Your company should focus on creating a learning-centric environment. A workplace environment with a positive focus on learning will not only give employees the confidence to learn in their new position, but also allow them to seek out ways to grow throughout their time on staff. Foster continued learning through a company-wide interest expressed at all levels, open chains of communication, and access to training resources and materials.

Lean Tip #1622 - Train on the Company Mission, Values, and Goals

Employee training shouldn’t just be based on acquiring specific knowledge for a position. Your workers need to be provided with the proper training for their position and for success within the company. Focus training efforts on building an understanding the company mission, organizational culture, values, and goals. Through this specific training, employees will garner a greater understanding, interest, and respect for company culture, allowing them to better utilize it on a day-to-day basis.

Lean Tip #1623 - Utilize Mentors for Continued Training

Regardless of tenure, all of your employees can benefit from a mentor. Some of the best learning experiences happen through acquiring guidance and knowledge from someone with more experience. Whether they’re partaking in the onboarding process or they’ve been with you for five years, pairing your employees with a more experienced confidant can provide them with an unmatched form of guidance and learning. Consider creating a company-wide initiative for mentoring, which takes place both inside and outside of the office.

Lean Tip #1624 - Training Doesn’t Have to be a Drag

Learning is much easier when you’re having a good time doing it. Provide your employees with a fun and engaging experience during training. If you’re looking to increase the motivation and engagement levels of your staff, seek out new ways to make training enjoyable. There are many onboarding and employee training programs with a focus on fun through gamification and social aspects.

Lean Tip #1625 - Develop a System of Recognition

While training may be mandatory, it’s still important to show your employees you care about their growth. Developing a system of recognition will provide your employees with a unique incentive for learning. Set a company-wide standard for the way you reward employee throughout their training processes. Consider making these rewards as unique as your company — they might even be of monetary value.

Lean Tip #1626 - Never Underestimate the Value of Sharing your Time and Building a Relationship with Staff.

They appreciate your genuine interest in their ideas and thoughts about their jobs. They like bouncing ideas back and forth with you and look for your sincere input on their projects and goals.

The role of mentor and coach is powerful in training your organization’s culture and expectations. It is also a significant source of experiential knowledge, history, work approaches, and on-the-job training.

You are challenged by your staff to pay attention to them, recognize them, and provide exciting work. To provide constructive criticism, that they will actually implement, you must have a relationship with them first.

Lean Tip #1627 - Pay Attention To and Engage People in Conversation to Demonstrate Your Sincere Interest.

Call people by name. When you arrive at work, say, hello, happy to see you. Good morning, Michael. Ask people how they enjoyed their weekend.

Ask whether Alice had a good lunch. John will appreciate that you want to know how his annual college advisory board weekend turned out. Ask Tabitha how her daughter’s field hockey championship game went.

Participating in courteous conversation is a powerful relationship-building tool. Staff will find the fact that you take the time to engage them in conversation rewarding and recognizing. You also set an example when you establish courteous interaction as an expectation in your workplace.

Lean Tip #1628 - One of the Best Forms of Recognition is to Provide Opportunities for a Contributing Employee.

Opportunities can take many forms. But, all of them are outside of the normal day-to-day requirements of their job plan.

Employees appreciate chances for training and cross-training. They want to participate on a special committee where their talents are noticed. They’d like to lead a team that is pursuing an important objective.

They are happy to attend professional association meetings and proud to represent your organization at civic and philanthropic events. They’d appreciate the green light relative to implementing an idea they have for increasing morale in your workplace.

They are eager to stop doing portions of their job that have become rote in favor of new goals and assignments that stretch their skills and build on their abilities.

Lean Tip #1629 - Employees Want to Know That They Have Done a Good Job – And, Especially, That You Noticed.

Employees want to be thanked and appreciated, every day, it can sometimes seem. But, a leader of employees makes other people feel important and appreciated, so frequent recognition sends a powerful message.

The foundation of this successful relationship is the leader’s ability to make people feel important. This is critical when a manager’s success is dependent on whether employees want to follow him.

In addition to words of appreciation, a manager’s actions speak loudly to employees about their value. Keep your commitments to employees. If you have a weekly meeting with each of your reporting staff members, only cancel this meeting in a real emergency.

Any message of disrespect that you send can completely undermine all of the rest of the energy you have invested in effective recognition. Ask yourself regularly, is this how I would treat someone who is important to me? Your answer to this question speaks loudly about how your employees view you.

Lean Tip #1630 – Tie Recognition to the Employee’s Perception of Value

People know when they’re valued, and they should have a good idea of their value to the organization. Monetary rewards can skew this notion of value, linking it to cash when it should be linked to appreciation of extra effort and smarts. Money is appropriate much of the time, but it’s not the only – or even the most effective – motivator. Treat employees as valued team members, not as numbers. Most of the time it’s the best way to really recognize a valued player.

Lean Tip #1631 – Provide Hands-on Training

In a 2013 Skillsoft survey of over 1,000 office workers, 33 percent said they prefer to learn by feeling or experiencing what they’re learning about. Hands-on training affords employees the opportunity to apply what they’re learning before they have to translate the skills to their day-to-day tasks.

Whenever possible, let employees try out and experiment with their new skills in a controlled environment. This will help them build confidence without risking the chance that inexperience will lead to harmful mistakes.

Lean Tip #1632 - Create a Context for the Employee Training and Development.

Provide information for the employee about why the new skills, skill enhancement, or information is necessary. Make certain the employee understands the link between the training and his job.

You can enhance the impact of the training even further if the employee sees the link between the training and his ability to contribute to the accomplishment of the organization's business plan and goals.

Lean Tip #1633 - Train on the Company Mission, Values, and Goals

Employee training shouldn’t just be based on acquiring specific knowledge for a position. Your workers need to be be provided with the proper training for their position and for success within the company. Focus training efforts on building an understanding the company mission, organizational culture, values, and goals. Through this specific training, employees will garner a greater understanding, interest, and respect for company culture, allowing them to better utilize it on a day-to-day basis.

Lean Tip #1634 - Utilize Mentors for Continued Training

Regardless of tenure, all of your employees can benefit from a mentor. Some of the best learning experiences happen through acquiring guidance and knowledge from someone with more experience. Whether they’re partaking in the onboarding process or they’ve been with you for five years, pairing your employees with a more experienced confidant can provide them with an unmatched form of guidance and learning. Consider creating a company-wide initiative for mentoring, which takes place both inside and outside of the office.

Lean Tip #1635 - Cross-Train Employees for Greater Mobility

If you’re looking to transform your employees into even greater assets, cross-training is necessary. This will give your employees a chance to grow their skill sets, participate in a wider array of job functions, and even foster greater personal growth. Cross-trained employees can move seamlessly throughout your company as they assist where they’re needed. Not to mention, your cross-trained staff is more likely to be engaged in their work due to the variety of daily tasks they will have access to.

Team Them to Fish, More Than a Saying

There's an old saying, usually attributed to Confucius, that goes something like "Give a man a fish, and you'll feed him for a day. Teach a man to fish, and you've fed him for a lifetime." There's an important life lesson in that simple statement. Some people translate it conceptually into something like "Education is the most important thing you can give someone to better his circumstances." For me I don’t believe this gets to the heart of the matter.

The translation I like goes something like this:

Give a man the answer, and he'll only have a temporary solution. Teach him the principles that led you to that answer, and he will be able to create his own solutions in the future.

It's considerably less catchy, of course, but I think this is the true meaning of Confucius’s statement.

Suppose someone is trained on how to create a simple graphic in Excel. No doubt he or she will be quite able to create a graphic, but they will have problems doing other things because they have not been educated about the many functionalities and applications of Excel.

Then suppose you have someone else, someone who has been educated about Excel’s full capabilities. This person understands the major concepts that underpin Excel’s functionalities and made them necessary in the first place.

This second person will be able to apply their background knowledge, and compound it with creativity, to find solutions to problems they have not encountered before and they can inventively use Excel to do things they have never been trained to do.

You train someone to do something. It is task-oriented. It is skill-based. You can train someone to increase their proficiency. But in essence, you get what you put into it. A trained person may get faster, but they’re unlikely to find a truly new and better way to do something. Because training has a skill-based focus; it does not provide the depth needed for creative problem solving and innovation.

You train people for performance. You educate people for understanding.

Lean Quote: The Power of Teamwork

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"Alone, we can do so little; together we can do so much." — Helen Keller

We all have roles in our organizations but it is the power of teamwork that makes our endeavors successful. It takes everyone working together on a common goal to be successful in Lean.

A team of people can achieve far more than the sum of the total of the individuals skills alone. In business teams can achieve:

     They can generate a wider range of ideas and innovation than individuals;
     They are able to motivate themselves;
     They can bounce ideas off each team member;
     They often take more risks than individuals;
     They have a range of personalities such as workers, thinkers, leaders who contribute the right  balance of skills necessary to achieve high performance;
     They support each other and are not just task-orientated;
     They can be a support mechanism which provide mentoring and allow others to grow in self- confidence.

Teamwork is important to the success of an organization, but as the saying goes: “it’s like getting rich or falling in love, you cannot simply will it to happen.” Teamwork is a practice. Teamwork is an outcome. And teamwork leverages the individual skills of every team member. 

Groups don’t just become teams because we use that name and it is not about teamwork. Teams act as a collective unit with shared commitment and not a band of individual contributors. Just like in Lean the whole, or in this case, the team is greater than the sum of the individual parts. Teams often are more difficult to form because it takes time for members to learn to work together. Management must support and encourage the use of teams in their organization.

Collaboration and team work create an environment that allows the collective knowledge, resources and skills of each team member to flourish. When people work together they can complete tasks faster by dividing the work to people of different abilities and knowledge. Teamwork can lead to better decisions, products, or services.

 

Guest Post: Simplify Safety by Thinking Lean

Unfortunately, safety measures and procedures can often turn into more of a burden rather than an efficient system for safety for many different organizations. Often the cost of the safety precautions and measures taken is much higher than expected and can hinder the business as well as the safety at the workplace.

The good news is - it is possible to reduce the cost for safety measure without decreasing the quality and safety level. In fact, it can make safety even more efficient.

The first thing you should do is measure the time which your personnel - from workers to supervisors and safety professionals spend for safety related activities per day. If it turns out that they are spending more than half of the work day or shift on safety specific activities, you can do the math and see how much time is actually left for work itself. If you are a production company and your employees all spend more than 50% of their time doing something other than actually producing things, neither the owners, nor the management or your customers will be happy with the results.

The fact is, that most of the safety related activities and procedures which you have implemented in your organization could be too time consuming. For example, do you have complicated safety forms which need to be completed? Or do your supervisors spend too much time investigating incidents and monitoring the safety conditions? Do you have everyday safety training which takes a lot of time?

These are some of the questions you need to ask yourself before considering making improvements and simplifying your safety system, without affecting its efficiency.

Here are some ideas how thinking lean can help you improve the efficiency and effectivity of your safety system and procedures:

1.    Integrate the safety actions and procedures in your work and support procedures. In other words, add a safety process into the operational procedure itself. This way, the person responsible for the job will be responsible for the specific safety procedure for it. For example, add the lockout process for energy control in the work procedure. This will make the entire workflow more efficient and actually safer.

2.    Integrate the procedures for safety analysis and job hazard risk analysis into your work procedures as well.

3.    Integrate as much of the safety training into the work training as possible, and also do specific safety training for the people who are actually in risk of the specific hazards, rather than wasting the time of all employees for all the various risks. This will save time, and is actually a more efficient training method.

4.    Visualize the safe conditions.  This means making unsafe or hazardous things and processes more apparent for safety professionals or supervisors. Examples include: defining the correct and safe body position, or position/condition of potentially hazardous equipment, tools, and others. Use simple diagrams including “right” and “wrong” conditions, allowing anybody passing by to see that something is wrong.

5.    Watch out for employees who are taking shortcuts and are skipping important safety procedures or using the wrong instruments in order to make their work easier or faster. Try to improve employee engagement, because such shortcuts can be dangerous and can lead to serious injuries, damage and other problems. It is important that you inspect the work process procedures, as well as any indications that shortcuts are being taken, carefully conduct research and analysis for the reasons for this nonconformity and take corrective actions. This can mean redesigning your work procedure, so that the process becomes the shortcut. It is recommended that you include the employees who used the shortcut to take part in the re-designing of the work procedure. In many cases, this will lead to a more efficient and yet safe operational procedure, and thus better productivity and improved safety in your organization.

About the Author: Mike Pierce is an outdoorsman, lean thinker, and footwear fanatic who manages the team at Mybootprint.com. He also works on another site ShoeMatters.com that helps people find high quality footwear for their needs.

Lean Roundup #94 – March, 2017

A selection of highlighted blog posts from Lean bloggers from the month of March, 2017.  You can also view the previous monthly Lean Roundups here.

5 Steps to Supply Change Management Success - Alexa Cheater shares several things you can do to ensure you set yourself, your company and your team on a path to supply change management success.

Why is Lean So Hard? – Organizational Elements – Pascal Dennis talks about organizational elements that hinder Lean.

Why Aren’t You Solving Ohno’s Problem? – Bob Emiliani explains LEIs Lean Transformation Framework seems to me more likely to generate a lot of “busywork” than produce serious business results.

Who Are Your “Decision Makers?” – Mark Graban talks about management moving from being generally “supportive” in principle to learning when to allow decision making to happen lower in the organization.

Skating to the Puck in Times of Change - Maureen Sullivan explains why you need to anticipate where we need to go to achieve our goals like that of this hockey analogy.

Middle Management “Develop and Deliver” – Ken Lowe says senior leaders’ roles must evolve to focus, not only on the process improvements, but also on developing the people at all levels of the organization.

Lean is more about learning than knowledge – Jamie Flinchbaugh is on a mission to define lean as the ultimate embodiment of a learning organization.

Dr. Deming on Why Improvement Stalls Out, Today’s Hospital Patient Safety Parallels – Mark Graban explains why if an improvement’s methodology is limited to demanding better results, that’s not sustainable.

Reflections on the 2017 Lean Transformation Summit – Cameron Ford shares highlights from his learning after attending LEI’s Lean Transformation Summit.

Ask Art: Is there a formula to predict or evaluate the success of a lean implementation? – Art Byrne says it is more important to focus on stretch targets that will drive future results then on the traditional focus on results.

Lean Roundup: Pull – Tom Ehrenfeld writes a comprehensive overview of pull systems from various LEI sources.

6 Benefits of Kanban for Project Management – Karri Bishop describes six ways Kanban can benefit your team’s project management.

7 Traits of High-Performing Lean Teams - Maja Majewski summarizes feedback from a survey to identify seven traits that high-performing Lean teams have in common.

Respect for People and Workbenches of the Mind – Jon Miller says there is limited evidence to prove that respect for people directly affects the bottom line but we can now point to evidence that disrespect erodes performance.

Getting Executive Buy-In – Steve Kane talks about how you can get executive buy-in for leading Lean transformation.