Creating Passionate Users

BrainDeath by Micromanagement: The Zombie Function

The most important function for a manager is X = -Y, where X is employee brain use and Y is degree of management. To use the horse whisperer's advice, The more you use your reins, the less they'll use their brains."

If you asked 100 managers which they'd prefer--employees who think, or mindless zombies who respond only (and exactly) as ordered, you'd get 100 responses of, "What a ridiculous question. We hire smart people and stay out of their way so they can do their jobs." And if you asked 100 managers to define their management style, none would claim to be micromanagers. Probe deeper, though, and the truth begins to emerge.

Ask managers if their direct reports can make decisions as well as the manager can, and they hesitate. Ask if the manager could step in at a moment's notice and perform the employee's job, and too many managers would say--with pride--"yes."

Do you have a micromanager? Are you a micromanager? Are all micromanagers clueless or and/or evil? Of course not. Most micromanagers I've known (or had) were driven by one or both of the following:

1) Not enough time
Taking the time to give employees the same data, knowledge, and skills needed to do things right can be a luxury many managers just can't afford. Or so they think. While it's oh so tempting to just step in and DO IT, micromanagement doesn't scale. Better to:
Take the time it takes [now] so it takes less time [later]."

2) Concern for quality
Micromanagers often believe that they know more, and more importantly -- care more. Often they're right. But it's a downward spiral--

Micromanagement creates zombies.

Of course micromanagers don't actually create zombies--they simply inspire (or force) zombieism on the job. Follow those work zombies home, and their zombiness vanishes. Thier eyes light up, their brain kicks in, and their passion for playing with their kids, championing a cause, or just playing their favorite after-work hobby emerges. You see the side of them that micromanagement crushes.

Do you have a micromanager?
Or are you a micromanager? If you demonstrate any of these seemingly admirable qualities, there's a big clue that you might be making zombies.

1) Do you pride yourself on being "on top of" the projects or your direct reports? Do you have a solid grasp of the details of every project?

2) Do you believe that you could perform most of the tasks of your direct reports, and potentially do a better job?

3) Do you pride yourself on frequent communication with your employees? Does that communication include asking them for detailed status reports and updates?

3) Do you believe that being a manager means that you have more knowledge and skills than your employees, and thus are better equipped to make decisions?

4) Do you believe that you care about things (quality, deadlines, etc.) more than your employees?

Answering even a weak "yes" to any one of these might mean you either are--or are in danger of becoming--a micromanager. And once you go down that road, it's tough to return. A quote from Dune (can't remember exactly) applies here, and goes something like:
"Be careful of every order you give. Once you give an order on a particular topic, you are responsible for always giving orders on that topic."

What can you do if you have--or are--a micromanager?

Admit it, and deal with the two driving forces: concern for quality, and need for speed. Take the time it takes today. Invest in the time and training to give your employees whatever they need to make the decisions or complete the tasks you find yourself needing (or wanting) to do. And if caring is the big concern, well, you get what you create. If you treat employees like zombies, then zombies is exactly what you'll get. Sometimes all it takes is giving people a chance to develop more skill and knowledge, the space to use their brains, and a worthwhile challenge.

"But, but, but--they don't care as much as I do -- that's why I'm the manager and they're not." Bulls***. You might be the manager simply because you wanted to be a manager. Nothing wrong with that, but it doesn't necessarily mean you're better at the job than those you manage. It might even mean you're simply better at the details and support work than the actual work.

The companies I love to hate are those that allow only a single career path--the "management track". One of the things I liked about Sun was that Scott McNealy made a clear distinction between "Individual Contributors" and "Managers", and didn't penalize those who wanted to be--and stay--kick ass individual contributors. Sun knew the value of not taking their brightest engineers and forcing them to choose between doing what they love vs. moving up the pay scale. Both tracks were recognized and rewarded. (Of course, when the bubble burst, all bets were off...)

Doing everything right doesn't guarantee passionate users, but if we--or those we manage--don't have passion, how can we expect to inspire our users?

And here's a parting thought... this obviously doesn't apply only to employees. What about parents who micromanage their kids? Teachers who micromanage their students? Ministers who micromanage their memebers? Political leaders who micromanage their, well, us? Or what about developers who micromanage their users? Hmmm....