Great post Stephane. I've seen in order to avoid being perceived as micromanager, new EMs go too far and become what I call "invisible manager". With the pandemic and the remote work culture, this is taking a toll on managers because they're feeling the pressure from both sides.
Doing a little bit of micromanagement is good. In fact, it's not even micromanagement, that's just Management 101.
Finding this balance of how deep in the details great managers are, and allowing for autonomy really depends on how useful autonomy is and how it's defined.
I have been witness to the disconnection from teams that can occur, when leaders abdicate their leadership. Tensions can festers. Collegues can become resentful. As with anything, I say do it in moderation and keep in balance. Empowering your team is great - but do not do it to the point you are absent.
Great post Stephane. I've seen in order to avoid being perceived as micromanager, new EMs go too far and become what I call "invisible manager". With the pandemic and the remote work culture, this is taking a toll on managers because they're feeling the pressure from both sides.
Doing a little bit of micromanagement is good. In fact, it's not even micromanagement, that's just Management 101.
Exactly right Suresh! You explain that very well in your article as well: https://substack.com/@sureshchoudhary/p-152021948
Finding this balance of how deep in the details great managers are, and allowing for autonomy really depends on how useful autonomy is and how it's defined.
I have been witness to the disconnection from teams that can occur, when leaders abdicate their leadership. Tensions can festers. Collegues can become resentful. As with anything, I say do it in moderation and keep in balance. Empowering your team is great - but do not do it to the point you are absent.
Exactly right Colette! Finding that balance is very important!