As the pandemic continues to effect changes in the corporate space, HR managers are grappling with the complex nature of remote macro-management. Because although safety measures have given birth to more Work-from-home policies, it also means many managers won’t be able to micromanage their employees like they used to.
Anyone who has been micromanaged by a supervisor or coworker understands that it does not improve workflow or morale. Many employees either grow so accustomed on micromanagement that they can’t achieve results without it, or they burn out because they are denied the opportunity to work on their own terms.
While micromanagers are output-oriented and very directive about how they want a project done, the urge to prioritize short-term details and watch every step can result in a decline in team morale.
Micromanagement’s antidote is macro-management. Because, rather than a “tell model,” macro-management employs a “teach model” to assist you in empowering your team members.
Many managers and team leaders are victims of micromanagement without even realizing it. Micromanagement’s antidote is macro-management; Learn how you can help your team succeed.
In this article, we’ll help you balance the needle on where you stand as a manager. We’ll also delve into the associated risks of micromanaging your team and detail tips on how you can effectively practice remote macro-management.
Micromanagement vs Macro-management
Micromanagers appear incapable of delegation and obsess over the smallest details. They frequently lengthen procedures while also annoying coworkers and subordinates due to their over-management, excess scrutiny, and refusal to step back a little and trust their peers more.
Macro-managers, on the other hand, are visionary leaders who focus on the long term. They create the environment in which their teams may succeed and make decisions. As a result, team members are given the authority to take the initiative and make decisions about how to achieve their objectives.
On the one hand, while micromanagement may help to accelerate the delivery of specified targets, it compromises team spirit and increases the risk of employee burnout in the process.
Inversely, macro-management focuses on long-term benefits such as :
- Increased employee creativity
- Clearer long-term vision
- Increased collaboration & employee retention
- Better employee morale
What Are The Signs Of A Micromanager?
Micromanagement is difficult since many managers and team leaders are victims of it without even realizing it. Many individuals do it unintentionally, and it comes naturally to many of them.
Micromanagement can and often does fall under a compulsive behavioral condition comparable to addiction – micromanagers typically can’t help themselves and justify their actions by being in denial about their actions. Micromanagers are sometimes the last to discover they are micromanagers.
Here are a few easy ways to tell if you or your team leader is a micromanager.
- Disregard For Other Perspectives
Micromanagers usually disregard a subordinate’s or colleague’s experience or legitimacy, instead depending only on their own judgment. This not only demoralizes employees, but it also leads to the low productivity that management sought to prevent in the first place.
- Obsessed About Little Details
Micromanagement is too preoccupied with tiny issues and obsesses over them. This is frequently to the detriment of the ultimate purpose of the project or endeavor.
- Avoids Task Delegation
Many micromanagers struggle to delegate tasks, which limits the scope and direction of any activity. They’d frequently mistakenly meddle with previously assigned jobs, resulting in a lot of direction disputes with workers.
Employees continually second-guess themselves and become discouraged from developing critical thinking abilities since everything marches to the beat of the micromanager’s proverbial drum.
Why Should Managers Not Micromanage?
While micromanagement can drive a workforce to be more productive when done successfully by an excellent manager, it usually only lasts a limited period and does not work for all types of employees. When it comes to micromanagement, some HR experts argue that the dangers outweigh the benefits.
Here are five reasons why micromanagement can be harmful to your firm.
- Leads to reduced levels of communication between employees and managers.
- Stifles creativity largely.
- Can have a negative impact on employee morale and productivity.
- May lead to an increase in employee turnover, causing employees to become less concerned about long-term company goals.
Macro-management In The Workplace
Macro-management is a management approach that gives people authority and autonomy over their work. Macro managers, rather than providing directive input on specific assignments, tie their team’s performance to larger strategic goals. By explaining where they need to go, macro managers make it straightforward for team members to figure out the best way to reach wherever they need to go.
Why Is Macro-management Good?
Macro-management is about promoting creative thinking and problem-solving in your teams rather than regulating daily duties. The benefits of macro-management over micromanagement become clear in the long run.
Macro-management has a positive impact on any workforce, regardless of size or structure, from successful onboarding of top individuals to greater team cohesiveness, which leads to higher profit margins.
Can You Macro-manage A Remote Workforce?
Even if you don’t meet in person on a regular basis, remote macro-management can demonstrate your trust in your team members and demonstrate how much they contribute to the firm. One of the most important advantages of macro-management is that team members in virtual or hybrid teams appreciate flexibility.
Because remote team members may operate in various time zones or have flexible schedules, providing them control over their work allows them to plan their time in the most efficient way possible.
Macro-management is an excellent technique to empower and delegate greater authority to your employees. In today’s hybrid corporate environment, successfully mobilizing employees to stay productive might just depend on your ability to practice macro-management.