Micromanagement has always appeared synonymous with decreased productivity. It has also been considered a four-letter word when it is applied to “effective management.” I’m here to set the record straight. Micromanagement is a GOOD thing. Yes, I said a good thing. Are you shocked? Well you should be! It seems all the journals, advertisements, and speeches say that micromanagement is a BAD thing. We have been overwhelmingly taught that this practice will shut down assembly lines, stifle staff and management, and result in a loss of performance. This is not true, so let’s put micromanagement into its proper perspective. When I am finished you might just start using the phrase and the practice more often, and tell everyone else why it is a GOOD thing.

Micromanagement has gotten a bad rap because management doesn’t know if and when to implement it. They don’t realize when it is necessary and at what point they should lighten up and let employees find their own way through a deliberate trial and error application. To allow empowerment of employees, I first explain the philosophy from which their work should originate. Next, I manage closely (micromanage) until my managers and staff internalize that philosophy and I develop trust in them individually and as a team. From time to time, I use micromanagement to reinforce the processes put into place.

Here’s an example: How would a SWAT team respond to a hostage situation? Would the team conduct a democratic election? No, they would operate in a command and control fashion. Now, consider this: Would I simply throw the keys to a newly hired employee and yell, “Ready? Set? Go!” No, I would confirm all instructions, and insure all necessary tools and techniques were provided for him. I would make sure he was ready to begin the journey.

To get to the root of the problem, understand that half of an employee’s preparation for duties is her responsibility, and half is the responsibility of the employer. If either the employee or employer fails to meet his or her obligation; then for the sake of order, someone must pick up the slack, or risk the consequences that may last for the term of their working life.

Management will promote many who are ill prepared for a new role. Management may mistakenly leave it to chance how the employee will perform. We tend to blame the employee for 100 percent of the failure. Management is too embarrassed to admit we have the primary responsibility for the performance of this new assignment.

Do we believe that at the moment of promotion to supervisor the employee has been ordained with the spirit of supervision? What are we thinking? They are the same person before and after the promotion. Nothing has changed. If they were not prepared before, they are not prepared now. I call this The Knighting Ceremony. We pull out a sword and knight our new employee, endowing him with some magical power. Come on; let’s pull our heads out of the clouds! If we fail to support our new promotion, we fail him and our organization as well.

Let me introduce the One Percent CEO. What is a One Percent CEO? She is someone who knows the value of people. Deep in her soul she understands the power of synergy and motivation. She is the person who can feel completely out of touch and yet have the control of a U.S. President. She creates a culture in her organization that trains and develops staff for high performance. She eliminates terminal chaos, provides stability, and maps the route for TRUE High Performance.

Who is this masked crusader? She is the next generation of charismatic leader. She is not born; she is created over many years, beginning with core values, integrity and great character. She sounds like something out of this universe. She is located within or at the helm of every truly successful organization. She begins by empowering her staff to go beyond organizational charts and traditional job descriptions. She is not afraid of determined risk. She is not satisfied with the status-quo; she welcomes the challenge of bigger and better. She helps her staff celebrate failure as well as success. She knows success does not exist without failure. She spends the bulk of her time developing people’s core values, and provides the training and education they will need to succeed.

When I refer to the creation of the One Percent CEO, I am talking about middle management, not just the top dogs. Any form of cultural change occurs faster and more efficiently from the top. Take a challenge right now. If you are the CEO or in middle management, write down each and every task or responsibility you currently have. Determine how many of these tasks you could relinquish to someone else. For example, if you have 25 assignments, make every effort to reduce them to only a few critical tasks. At the end you may feel completely out of touch with your staff. Here is where the fun begins and performance increases. Determine the level of risk for each assignment. Then you are going to Micro-Manage your way to becoming the ONE PERCENT CEO (or manager).

First determine your philosophy in relationship to your organization. Teach this philosophy to your staff members. Accept nothing but the true follower-ship of this philosophy. Then train employees for these newly delegated tasks. Be relentless with instructions until your staff members are capable of teaching others. Retain ONLY those tasks that no one but you are authorized to accomplish. An example of this might be signing contracts, spending large amounts of capital, or relocating the business, etc. Turn ALL other duties over to competent, capable and trained staff.

Next, focus 99 percent of your time working with staff members in support of this philosophy. Avoid violating your “PRIME DIRECTIVE.” Like the Lawyer’s Canons, the Rotary’s 4-point test or the Hippocratic Oath, keep a basic foundational guideline for your organization to abide by. Now, if you’re inspired to become this kind of manager, I can help. Call me anytime. And when someone says, “don’t be a micro-manager,” tell him or her micromanagement is a GOOD thing. Be a “Culture Coach” and create a high performance culture in your organization. Learn to “Challenge the Process and Improve Everyone’s Future”.

Originally published on Ezine Articles