Am I a micro-manager???

[Onion]

I have five direct reports: marketing director, sales director, bids director and presales director and hr director. They are my areas of focus. The also have areas of focus, i.e. HR has provide incoming flow of candidates, optimize motivation, keep staf happy etc. areas of focus. When we have regular meetings I run with them through their AOFs and projects, noting down next actions they promise to do till the next meeting. I end up with my system full of their projects

Is that so-called micro-management? If the answer is yes, then what should I ask during our weekly meetings to have that at the proper management level?

[CJSullivan]

I would think the only "micro-managey" thing about what you've said is that you run through their AOF, etc. at your regular meetings. Surely it's enough to just have them report back on what they're responsible to you for, and hold them accountable for same?

You do not need to track their projects and next actions as if they're your own - just whatever they're due to deliver directly to you, as well as any significant "check-in" milestones, deliverables, etc. You can track those on your calendar and waiting for list.

At annual review time, it is up to them to have kept track of everything they've accomplished and report accordingly.

[mcogilvie]

I also question if your direct reports are appropriate areas of focus. Sales might be an area of focus, for example, but your goals should not be implemented vicariously. You should have your own projects, not theirs.

[clango]

I think this is a great question! However there are so many point of view that we would take in great consideration. As their manager, however, I think you are more interested to get the best out of them. To get it and to prepare some good questions I thought immediately to the book "Coaching for performance" by John Withmore. In this book you can find the GROW model to ask questions. Goal, Reality, Options, Will

[Onion]

Thanks for comments. Though I didn't understand what level should I track with them: goals, areas of focus, projects or next actions?

[TesTeq]

Thanks for comments. Though I didn't understand what level should I track with them: goals, areas of focus, projects or next actions?

The main problem with delegation is that you haven't five direct reports. You have five people reporting to you. Five different people. Not average direct reports but different people. Some may require micromanaging (and in the longterm it is not a good approach) and some can manage their areas of responsibility better than you without any supervision (and in the long term it is a perfect situation).

The bottom line is - to be effective you've got to treat each of your directs individualy. It is more difficult than "standard" approach but gives much better results.

[CJSullivan]

The main problem with delegation is that you haven't five direct reports. You have five people reporting to you. Five different people. Not average direct reports but different people. Some may require micromanaging (and in the longterm it is not a good approach) and some can manage their areas of responsibility better than you without any supervision (and in the long term it is a perfect situation).

The bottom line is - to be effective you've got to treat each of your directs individualy. It is more difficult than "standard" approach but gives much better results.

I totally agree. I also agree with someone else on this thread who said that the five reports aren't Areas of Focus - "Staff Productivity/Success" (or however you want to word it) would be. And they're not each a "project" - they're just people you would have an "Agenda" list for - so you would keep track of whatever you need to discuss with them at your next meeting. It might be "What is Status of XYZ" or it might be "How was your daughter's dance recital?"

Your overall department deliverables would also be an Area of Focus, and you would ideally have a "big picture" view of what's happening, what's delegated, etc. (Either a mind map, larger project plan, or whatever makes sense to your particular industry.)

[johnaohman]

You may want to take a look at what is now "an oldie but a goodie", namely Hersey/Blanchard's information on Situational Leadership.

This will give you a much better idea on what level of item(s) you will end up following for each of your direct reports.

[clango]

"an oldie but a goodie"

One more appropriate, short, immediate is The One Minute Manager. Should be also an idea for a present! Why not?

[maiyen90]

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