Micro-managing (for alumni)

12/2/2013

I like Max De Pree's description of "participative management."  Max is the former CEO and Chairman for Herman Miller, one of the most successful and productive furniture companies in America (I own an Eames Chair, which has been their flagship piece of furniture since the '50s).  According to Max, participative management is not democratic nor do employees have a vote.  What they do have is a say relative to important business decisions.  This is a philosophy I support and employ daily.  I do not propose to have all the answers, so I appreciate input, but in the end I must decide.  Notwithstanding the above, staff and other employees must earn my trust and confidence to rate a viable say.  In other words, they must establish their credibility.

I have been accused of micro-managing and rightfully so on occasion.  However,  I make no apology.  When a department head or subordinate commander as in the Marine Corps loses my confidence, I will get deep into his business hoping he will observe and learn.  At this point, it is much more than supervision.  More times than not, he does not observe and learn.  Subsequently, when he is terminated, he claims I micro-managed him.  So be it.

Moreover, during crisis management I tend to take over, making rapid decisions with little time for subordinate staffing.  I will ask for verbal opinions, but mostly I am deciding and directing.  I am comfortable in that environment generating from my quarterback days and those as a combat leader.  It is when the leader delivers what he is paid to do.