By Daniel Bobinski
In today’s fast-paced and often high-pressure work environments, the term “micromanagement” has become a bit overused. A replacement term I’ve heard a few people use lately is “helicopter manager,” and frankly, I like it because it provides good imagery.
Don’t misunderstand, I’m not a fan of the practice; I just find the term helpful.
Just like helicopter parents who won’t let their children navigate life’s challenges on their own, helicopter managers insist on overseeing every detail of their team’s work. They’re the ones who get frustrated when nobody seems to take things as seriously as they do, and they demand frequent status updates even when projects are running smoothly.
You probably know the type. They insist that everything is done their way, and they often jump the chain of command or even take back delegated tasks because they believe they can do the job better and faster themselves.
Unfortunately, the consequences of this management style can be far-reaching and devastating. Dictatorial managers who control every aspect of the workplace usually stifle their teams, and employees on those teams quickly lose excitement. Many stop taking initiative.
I’ll never forget when I was working with a particular management team. The plant manager told me privately that he was frustrated because nobody ever offered input when he asked for it. He asked me for advice on how to get his team more engaged. I told him I would watch for any underlying issues.
We were about one-third of the way through the training course when I’d given the team a management problem to discuss and solve. After several managers offered their input, the plant manager interrupted and said none of their ideas would work. As he went on, explaining why everyone’s ideas would not bring about the desired solutions, I saw his management team look knowingly at each other, and the class discussion came to an abrupt and awkward halt.
I instantly knew why the plant manager wasn’t getting any input from his team.
When creativity is stunted, or when employees are afraid to think outside the box or propose new ideas for fear of being shot down or having their work criticized, morale takes a nosedive. Team members want to feel valued. They want to be trusted and appreciated. Without those elements, employee turnover rates tend to skyrocket. People need to know their contributions matter and that their work contributes to a meaningful impact.
WHAT CAUSES A TOXIC MANAGEMENT STYLE?
Most helicopter managers don’t even realize the damage they’re causing. In fact, most never consider themselves micromanagers. Instead, they see themselves as competent, responsible members of the management team who are working hard to ensure things get done correctly.
In large part, many helicopter managers are actually well-intentioned; they are simply misguided in their practice. Most of them were promoted to management because they excelled in their previous positions. They knew the ins and outs of their jobs, and they consistently delivered top-notch results. Their drive was hearing the words, “good job.”
However, being in management requires an entirely different set of skills. One could say that being at a new level in the organization requires a new level of thinking. Instead of jumping in to fix problems at the first sign of trouble, managers should view one of their key responsibilities as ensuring that the members of their team are trained to find their own solutions.
In other words, for the manager, a “good job” is when the team is trained to function well even when the manager is absent. If a team remains dependent on its manager for direction and validation, it’s a clear sign the manager has not been trained in the true responsibilities of the role.
SOLID MANAGEMENT TRAINING IS KEY
Although many companies provide basic management training, most such training falls short when it comes to equipping leaders with the practical skills and mindset needed to effectively guide and empower teams. Think of learning how to ride a bike by reading a manual. You might grasp the theory, but you won’t truly learn until you hop on yourself and start pedaling to experience the challenges and triumphs firsthand. Similarly, good management training requires real-world application.
Most companies provide abbreviated management training because of our results-driven business world. Many companies neglect the necessary balance between production and production capability. They face immense pressure to deliver outcomes quickly, so newly minted managers want to win the approval of those who offered them the promotion.
In the past, hearing the magic words “good job” usually came by tackling problems with gusto. Thus, with tight deadlines and limited resources, it’s understandable that some managers may feel the need to take control and ensure that every task is completed to their exact specifications.
However, if you’re a manager and you realize you’re slipping into helicopter management mode, don’t beat yourself up. Like so many other things, recognizing the problem is the first step toward finding a solution. Take a step back and honestly assess your management approach. Determine whether you provide your team with the training, the trust and the autonomy they need to grow, learn and thrive.
Your role as a manager is not to direct every detail, but rather guide, support and empower your team to reach their full potential. By letting go of the need to control every aspect of their work, you create an environment where creativity and continuous improvement can flourish.
Stay tuned for next month’s column, in which we’ll explore practical, actionable strategies for learning to develop and trust a team, enabling them to soar to new heights. After all, who doesn’t want to be known for bringing out the best in others?
Daniel Bobinski has a doctorate in theology and is a best-selling author and a popular speaker at conferences and retreats. For more than 30 years he’s been working with teams and individuals (1:1 coaching) to help them achieve excellence. He has also been teaching Emotional Intelligence since before it was a thing. Reach him by email at DanielBobinski@protonmail.com or 208-649-6400.
