Source | LinkedIn : By Prabhakar Mundkur
Delegation is a tricky subject. Once upon a time when I was working over 12 hours a day, I remember being accused of not being able to delegate effectively by some of my friends. Of course when you are a young executive you don’t have too many people too delegate to. But as you gain experience you do tend to notice the people who delegate and those who don’t. Some like to do everything themselves, and delegate very little. Others learn to delegate so that they can free up their time to do more important things from the time saved on routine operations. So delegation seems to be about achieving balance.
But I have observed that some people who delegate actually do it so that they don’t have much to themselves. And that is a dangerous way to use delegation. It almost amounts to abdication.
A micromanager delegates too little
When you delegate too little you are dubbed a micromanager.
No one likes to be micromanaged. It’s frustrating, demoralizing, and demotivating. Yet, some managers can’t seem to help themselves. Dealing with a controlling boss who doesn’t trust you is tough, but what if you’re the one doing the micromanaging? Some of the typical signs that you are micromanaging could be any of these.
- You’re never quite satisfied with deliverables.
- You often feel frustrated because you would’ve gone about the task differently.
- You zero in on the details and take great pride and /or pain in making corrections.
- You constantly want to know where all your team members are and what they’re working on.
- You ask for frequent updates on where things stand.
- You prefer to be cc’d on emails.