When to micromanage

When it comes to work, there are two extremes: There are those people who are enthusiastic and, once started, can hardly be stopped and there are the ones which think “Monday, 9:00am, and the weeks still isn’t over”.

Micro-managing the former will make them quit (or as Joel Spolsky put it: “Doesn’t micromanagement turn smart people into robots?“). Not micro-managing the latter will result in no work being done.

Which explains nicely why it’s a pleasure/pain to work with some craftsman: Some of them love their job, they delight in producing a perfect result which will make the customer happy. And the other ones can’t be bothered.

One Response to When to micromanage

  1. PM Hut says:

    I totally agree with the rule of micro-management stated above (micro-managing one type vs. not micro-managing the other).

    The best thing to do for the second type is to either give them trivial tasks, or just fire them. They’re usually a liability to the company and really have no work ethics (lots of time spent on the phone, online chatting, watching movies, etc… when they CAN get away with it, minimizing windows when they hear the sound of someone coming).

    PS: I did publish an excellent article the dangers of micromanagement in Project Management.

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