Hands On/Hands Off: The Dangerous Extremes of Botched Delegation

Anything taken to an extreme is bound to result in problems. It's much like riding a bike, a certain balance and motion results in a smooth ride. Speeding up when needed, leaning when needed, slowing down when needed. Try riding full out non-stop and you're headed for a crash. Go too slow and you're going nowhere. It's a balance between too much of a good thing and too little of a good thing. That goes for the two extremes of "botched delegation" in leadership.

Some leaders become the boss and think their job is to "be the boss" while their people "do the work." Let's call them MACROMANAGERS. Other leaders (particularly in times of pressure or crisis) feel that no one on their team can work the magic they can so they "take the wheel" instead of directing the driver. And even if they allow the driver to keep their seat, they pick apart each action as if the world will stop spinning if every move doesn't replicate how they would have done it. We call them meddling MICROMANAGERS.
Both extremes are a recipe for disaster in leadership.

Mr./Ms. Macro's leadership results in these outcomes:

• A staff that feels neglected and abandoned...or worse yet, hanging alone on a limb.
• A staff that won't grow or develop unless they find a mentor other than their boss.
• A staff that is overburdened and resentful of doing the work while Mr. Macro gets the credit.
• Ultimately, someone figures out the truth: Mr. Macro isn't needed...then it's "goodbye".

Then there's Mr./Ms. Micro whose style causes this kind of dysfunction:

• A staff fearful of making any decision or taking any action lest they are berated or worse.
• A staff resentful of the lack of trust, longing for an environment where they are allowed to learn and grow.
• A product that suffers because no one person can have all the great ideas and techniques and, in fact, some of Micro's people are actually smarter than he/she is on some things. But the organization will never benefit from those great ideas.
• A high stress level because everyone feels they'll never be "good enough."

In both cases, good people generally leave because life is too short. People don't leave bad companies, they leave bad bosses.

Think of Bear Bryant (substitute your favorite coach). When the game was on the line and the clock was running out would that great coach run from the sidelines, pulling on pads and a helmet and take over the next play? Or would he be up in the luxury box entertaining the wealthy boosters while his team is struggling on the field? Well...what's the answer?

Symptoms of MACRO MANAGEMENT:

1. When asked for the details of the activity of your people you have to put on "tap shoes" because you really have no clue.
2. You go days at a time without strategic and tactical discussions with your team because there is no structure in place to foster this...forget about those great "in the hall' sessions...they never happen.
3. You pat yourself on the back about what a great delegator you are, but in your heart of hearts you know that if you lost two of your key players you would be "dead meat".

Symptoms of MICRO MANAGEMENT:

1. Everyone tenses up when you walk into the room and no one will offer an idea or suggestion...just a hesitant fearful look to see what YOU think.
2. You're DOING instead of DIRECTING. Imagine a conductor who steps down off the platform and takes the instrument away instead of standing next to the player and working together to find the sound.
3. You constantly whine to yourself that you have to do EVERYTHING and these people are all IDIOTS. If so, either you are a micromanager or a lousy recruiter...or both!

So, what's the "sweet spot" in the middle of the two extremes? Glad you asked.

1. You don't DO everything but you KNOW ABOUT everything. You ask GREAT QUESTIONS.
2. Your team is quick to approach you for help and counsel on what they are doing...you sense they feel that you are their coach. You are "side by side" with them...not too distant and not shoving them out of their chair. You have a structure and schedule that assures this kind of interaction.
3. You strike a balance of knowing when to zoom into great detail and when to back off. You keep track to be sure you aren't doing either one to the extreme.

Think of this like teaching our kids to drive: you let them have the wheel; teach them what to watch for; and you don't let us get in a crash! Focus on this balance and your people with "rise up and call you blessed!" Okay, maybe not, but at least they'll see you as their coach and not as either a control freak or an absentee father.