If you own a business, then the odds are pretty good that you know what you do pretty well. If you grew your company literally from nothing – then you really know what you do because at one point you were quite literally doing just about every job and position in your company.
You’ve worn your sales hat, and your worker hat, and your bookkeeper hat, and your financial strategist hat, and that funny hat that you stole from a cat. Well… maybe not that last one, but you get my point.
As your company grew, you had to learn to hand out some of those hats, at least some of the time, to other people. Some people do this really really well and are even eager to throw the hat at someone else and run for the hills. But most people worry about that hat, they want it to be treated well, and taken care of the right way… the way you took care of it.
This is ok…up to a point. When you do too much of this though, then you’ve turned into a dreaded micromanager (shudder).
So… how do you know if you’re taking it too far?
Does the very idea of delegating scare you
Do you feel an overwhelming need to know the status of every project at your company
Are you OCD about details (no no no, that’s entirely wrong… that should be bold… bold I say!)
When you see a mistake – do you take the project away and fix it yourself
Do your employees have to get permission from you for small things
Does that sound like you? If it does… then do you think you’re doing something wrong? Or do you feel like that’s the only way you can get things done at the quality level you want them to be?
If you think that’s ok – then you’re probably wrong
Why do I sayprobablywrong? Because I don’t know your business – if you manage people that assemble nuclear bombs, or are working to put a man on Mars… then you probably do need more oversight. However, in most business, you really probably are wrong in that line of thought.
Micromanaging inhibits company growth
Growth happens by expanding your resources to allow you to meet a higher demand for your product or service. Simply put – you have to sell more to more people to grow your business.
You simply can’t grow your business with a finite resource.
For example… let’s say you make paper. With your equipment and your supply of trees, you can only make 100 pieces a day. If you have enough customers and they want to buy 200 pieces a day – then you can buy more equipment, or get another supplier to give you more trees, and you can double your company by making the 200 pieces a day they want to buy.
If you can’t increase your equipment or supply of trees, you can’t produce or sell more than 100 pieces a day, so your company just simply can not grow.
What a micromanaging boss usually fails to realize is thatyou are a finite resource! You simply only have so many hours in a day that you can use for work… you have a limited amount of energy… and you cannot be everywhere at once.
So you have to learn to trust your team and delegate tasks to them, or you will not be able to grow.
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