Management Issues just ran a provocative headline: Great CEOs never micro-manage

When I see the word  "never," it raises a flag. I seldom recall "never" being very helpful unless the issue is related to piloting an airplane, skydiving, or Quality Control at a nuclear power plant.

Here is the heart of the research:

A study by recruitment firm Personnel Decisions International has come up a range of key attributes and characteristics that, it argued, distinguishes successful chief executives from other managers.

High energy levels, a desire to be in charge and an ability to cut through complex issues to what is really important were three of the most important attributes that set apart those destined to be CEOs from other executives, it found.

Conversely, those who exhibited traits of being passive-aggressive or micro-management were less likely to make it to CEO level.

The research analysed data from more than 9,000 senior executives and first-level leaders and compared it with nearly 150 CEOs in order to find out how the CEOs were different from other leaders and what characteristics made them successful.

Great CEO's , Managers, Surgeons, Parents...All Do What The Situation Demands

Professional experience and observation show that the desirable qualities mentioned are, in fact, pretty desirable. They would be desirable in anyone asked to lead an activity.

But being effective doesn't mean exercising a boilerplate set of characteristics in all circumstances. So it is with the degree of management that one exercises, regardless of title--including CEO.

Let's say you've just been anointed CEO of a global steel company. You discover quickly that the internal systems aren't in place to reduce costs enough to be competitive. Then, you are amazed to find that part of the issue stems from managers not tracking costs regularly. Finally, you figure out that they don't know much about efficient manufacturing systems or key indicators of cost effectiveness.

What do you do...tell them to get better and leave them alone until they get better?

Hardly.

You work closely to identify better systems; teach them what you know about key indicators; and follow up in great detail until the measurements are correct and self-monitoring becomes a regular behavior. As a parent, you may have a super-responsible teenager. When it comes time to get that coveted driver's license, you probably won't hand over the car keys and say, "Give me a shout if you have any problems. I don't want to micro-manage you."

You can't leave people alone to do what they don't know how to do.

Remember: just because someone is experienced at a given role, situational changes will demand your frequent attention and close management until the person gains new skill, confidence, and effectiveness. Once that happens, back off and enjoy the fruits of your brief--but appropriate--"micro-management."

Thought for today: Trade the notion of "never" for the principle of "situational." Instead of memorizing all of the attributes ever exhibited by successful leaders, learn how to live a life of situational diagnosis followed by accurate response.

Life is about doing the right thing at the right time.  If the right thing is brief micro-management, it will be considered wise by all concerned.

photo source: picasaweb.google.com/. (and a Happy 4th birthday to Aarav!)