They understand that people are more willing to welcome assistance when they’re already engaged in a task or a project and have experienced its challenges firsthand.” ![]() Instead, they watch and listen until they believe that subordinates see the need for help and are ready to listen receptively. We’ve found, however, that the leaders who are viewed as the most helpful don’t try to preempt every problem or dive in as soon as they recognize one. “Conventional wisdom suggests that heading off potential issues is the best strategy (recall Benjamin Franklin’s famous adage “An ounce of prevention is worth a pound of cure”). The first strategy is to time your assistance, so it comes when employees are ready for it. The researchers have uncovered three critical strategies for being a hands-on boss without being micromanaging. New research (over the past ten years) published by Colin M Fisher, Teresa M Amabile, and Julianna Pillemer in the Harvard Business Review reveals essential insights into how managers can better assist their employees. How can managers effectively help struggling team members without being perceived as micromanaging? For example, our research at InnovationOne has consistently shown that organizations that encourage organizational learning and individual learning are more innovative and financially successful. Extensive research shows that pervasive helping in organizations correlates with better performance and innovation than letting employees go it alone. They need assistance that is both well-timed and appropriate to their issues. People doing complex work often need more than just superficial advice and encouragement. So, where is the sweet spot between micromanaging and too hands-off? The sink and swim organizational cultures (“hit the goals or else” cultures) do not foster innovation. Managers should not be completely hands-off, either. I have long coached micro-managing managers whose teams want them to back off a bit and give them more room to breathe. Long-standing research shows that employees have adverse emotional and physiological reactions to unnecessary or unwanted help, which tends to erode interpersonal relationships. But too much of a good thing can also be detrimental. It has been the source of breakthrough books on leadership, such as the One-Minute Manager. Next, let’s look at the characteristics that are prevalent with our next two management styles: The under-prepared manager and the highly-demanding manager.Behaviorism has long taught us that immediate and direct feedback is critical to reinforce the behaviors and outcomes we want. Give yourself permission to think and act independently.How do I Succeed with a Hands-Off Manager? Makes statements like: “I do not need to follow up with my employees I trust them.”.Manages through a “natural” team leader without interfering in the daily running of the organization.You will recognize a “Hands-Off” management style when you see these characteristics: This leadership style is good for providing structure, so ask for direction/structure as needed.Micro-managers tend to pile on work, so keep them on task by renegotiating priorities.Find out what is really important to your manager and take the initiative to give him/her relevant information before being asked for it.You cannot change your boss instead, focus your energy in what pays off. ![]() ![]() While you have the option to quit, you can explore how to improve the situation.Lacks competence and creative capabilities necessary for the position (which is frequently the cause of why someone uses the micromanagement style).Tends to delegate, strategically, to get credit for positive results, while holding others responsible for any negative results.Monitors and assesses every procedural task.You will recognize a “Micro-Manager” style when you see these characteristics: Let’s look at the characteristics of each style. It’s important to take things in stride, and follow the advice below for career success when working with a manager who uses either of these styles. Micro-manager and hands-off leadership styles are at opposite ends of the spectrum, but there are valuable lessons that you can learn in each style.
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