Process Management Disciplines

Chapter 7 168-169 Lead With Love By: Gerry Czarnecki

Given that much of the “hard core” leadership work is left brained, many of us search for a compromise that would allow us to be creative and flexible. Leaders in management tend to make one of two assumptions: 1) when they tell one of their employees to do something, that is sufficient; or 2) they need to follow up constantly to assure compliance with the instructions. Both of these can have disastrous impacts. In most cases, leaders who assume compliance are setting themselves up for failure. In the case of the second assumption, the process of constant follow-up is one of those major irritations imposed on a capable staff.

  Excessive control, or micromanaging, is a fool’s burden because once you start that “overkill,” you create mistrust with the staff. You also then own all the responsibility for completing the tasks. Your staff will “allow” you to manage the duties, since they then have no bottom-line responsibility for the work. Left-brain thinking is the essential “added principle” that complements the required right-brain behavior of the leader. One way to avoid micromanaging is to have the systems in place to assure you know what the current state of the unit’s performance truly is. Together, the leading and the systems give those “in charge” the ability to achieve results.

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