Microrgeragement – Diepresse.com
Thomas Pisar – satirical – about leadership and led. Season 2/episode 5.
Aurelia has everything under control. It acts strategically.
She is a manager of a small team in the HR area. Seven employees. Aurelia knows what he does – at all times.
Aurelia is committed to the company, and she knows that it owes the company to the company every minute of its employees, not just her own. Your duty is to ensure that every employee works at every minute. You will be paid for this. Your strategic task is to ensure that. She has a firm grip on that.
Aurelia has a strategic action list for every employee in which every task is recorded. This ensures that you know exactly what your employees are doing. This ensures that every deadline is observed that is necessary so that your team always appears perfectly. Aurelia has an action list herself that only knows it. Once a week there is a jour fixe in which Aurelia goes through the action lists in detail with all seven employees. Recently, the appointment is no longer called Jour Fixe, but stand-up. Deadlines are adjusted, content updated, status changed, new actions recorded. Sometimes actions are also completed. That only does Aurelia. Only she has the strategic foresight to determine when an action is actually complete.
Aurelia has everything under control. It acts strategically.
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It is restrictive when it comes to home office. She knows that employees do not work at home, but wash the laundry, clear out the dishwasher, enjoy the children, do house exercises with them, vacuum and much more. Aurelia is very clear – she doesn’t do it any other way. That’s why nobody gets home office. Let’s spread that « actually ».
Aurelia is the best expert. So she is because she is the boss. That has to be the case, otherwise she would not be the boss of her seven employees. That alone says her position.
Of course, the employees can work independently and do their tasks that they get from Aurelia alone: answer inquiries and process cases. If everything is coordinated with Aurelia. Voting is everything. She then communicates the results to the outside. Only you. The effect from the outside is everything. The quality is everything. This is strategically important. Only Aurelia can.
Aurelia also ensures that the content that its employees produce are quality -tested. Nothing is created in her team without it being released. In individual exceptions, she allows her employees to communicate directly with the environment. Actually only one employee who has been working in the Aurelia team for 20 years. However, the prerequisite for this is that he takes Aurelia in CC to ensure that it is informed about every step.
Aurelia has everything under control. It acts strategically.
The annual goals for your employees are simple. The same thing every year: we have an action list. What else? The goals are achieved when the action list is properly and dutifully conducted by the employees. This is important. Details are important, quality is important. Aurelia has everything under control. It acts strategically.
Once in the quarter there is an internal, strategic exam in which the team structure and the team strategy are discussed. The appointment is called « retrospective ». The workshop is always tedious because the employees are not motivated to contribute constructively here. You are not used to thinking strategically – like Aurelia. The results rarely survive the next few days, unless there are operational topics that end up in the action list. Operative actions never fall through the rust. Unfortunately, fundamental topics on the team mood or the general distribution of tasks are often not followed by employees. Aurelia acts strategically – she leaves the employee free. The good thing is that the same topics always come in retrospectives. This ensures the content for the next appointment. There is enough to discuss and comprehensively discuss.
Aurelia also takes responsibility for employee development. It ensures that the employees continue their education. Now and then. So once a year. One. Less is more because all of this has a negative impact on operational work. It creates the training plans. Since she is the best boss in the company, it is also clear that the employees develop best with her. She does not find a job change from the team to other positions outside of her team so well, as she then loses her investment into the employees. So far, she has always been able to prevent this from strategic considerations – for the benefit of the company.
Aurelia has everything under control. It acts strategically, purely strategically. She is a great boss.
She is a terrible beast for her employees.
Learning
Honestly, I cannot imagine that there are such managers in reality. That would be the bottom regional league of the leadership or even among them. But only purely fictional, there are a few learning (in total you could fill whole books):
- Microragement is not a strategy.
- 100 percent occupancy is not a goal. This is a traffic jam with a traffic jam and it is not very effective.
- Microragement is the manifestation of one’s own uncertainty and your own stress as a manager in everyday action. I, as a manager, am the only one who knows how it really works. Nobody else can do that.
- Keeping action lists for employees is the epitome of microboragement. The signal reinforces the whole thing as a goal: you do not have your work under control. I don’t trust you.
- The Home Office regulation reflects its own behavior.
- The consequences are obvious
- No engagement
- No personal responsibility
- No motivation
- The list still has many entries.
- Motivation arises from the possibility of further development (not given), through autonomy (which has stamp size) and through regular sense of achievement (Aurelia is home).
- Retrospectives of this form are pseudo-effect.
- Stopping employee development and further development in the company only goes logically into the picture and testifies to the actual selfishness and uncertainty that is hidden behind it.
Have you ever had a manager who acted similarly? How did you feel?
How do you lead your employees yourself?
How much freedom do they have?
How do you support this in your professional development?
Feel free to leave us your questions, thoughts and comments in the comments or in one
« /> Thomas Pisar, a doctorate in physicists, who worked as a manager at A1 for many years, keynote speaker and consultant for change and transformation, tells a short case study every week, similar to how it actually happened, presents Learnings and asks questions about further thinking.
