Recently my guide dog, Fiji, has shown me in no uncertain terms that micromanagement does not work. I’ve always known I preferred being able to control what was happening around me, but had never thought of myself as a control freak… till now.
My first lesson in micromanagement happened 5 months ago when we introduced Fiji to the other dogs at home – a process that we had been thoroughly briefed on by the guide dog trainers. Remember that we needed to introduce a new member into a team that had long since sorted out their personalities (dog-alities? Canine-alities?) and their processes. Potentially it could have been a difficult time for everyone concerned.
On the drive home I gave my husband, Craig, long and detailed instructions on how we were going to proceed. Yet when it came down to it, all those instructions went straight out the window – which is where Fiji tried to go as soon as she saw the rest of her new doggy family. And very soon Fiji was playing happily as an integral part of the pack.
So much for my trying to micromanage the situation!
My second lesson on micromanagement took place a few weeks later. Though I had no issues with Fiji while we were walking our routes, she had a tendency to become highly excited when around people, which I felt I needed to manage as some people do not like dogs. I sought advice from the guide dog trainers and it helped… a bit.
Then it dawned on me that the times I was most stressed about the issue and tried hardest to keep her under tight control were the times my highly sensitive guide dog reacted to people most strongly. So I took a conscious decision to relax and only react if it was warranted… and the situation eased almost immediately. Once again it appeared that my trying to micromanage the situation was not the most effective response.
Since then I have tried to incorporate this learning into my leadership activities, and my life has become less complicated, less stressful and less busy. I’m trying to resist double checking that every task that the team needs to accomplish is being done. I’m trying to let people resolve their own minor conflicts while being available if I am needed. I’m also trying to let go control and trust in the process rather than planning every minute detail of every possible eventuality that might possibly occur.
I’m definitely not perfect and there are times I don’t get it right – either with the teams with whom I’m working, or with Fiji – but I’m finding there is less conflict and more collaboration since I’ve started trying to let go of control by micromanaging the team.