Listen to these two tracks of booster content just for ambitious small business leaders.
Track 1: I’d like to share a mini-case study that Julie Winkle Giulioni shares in her terrific new book, Promotions are So Yesterday, about Kai and Leland.
Track 2: I want to offer you three key distinctions around micromanaging and micromanaging that participants in this new program, Get Your Year in Gear, have said were very helpful.
Track 1
Listen to Ep379 – Expand your possibilities for employee professional development with guest expert Julie Winkle Giulioni, author of Promotions are so Yesterday for even more.
Imagine what that would mean to your teammate at your next 1:1 to share what you’ve noticed and ask if that’s something your team member would like your help with. Then you brainstorm a plan to help them, and the intervention works. That would build their confidence, strengthen your work relationship, and make them want to contribute even more to advance your company’s goals and objectives.
Track 2
Three key distinctions between micromanaging and macro-managing
- First of all, think of how micromanaging can sometimes be helpful. When people want to avoid thinking of themselves as micromanagers, they sometimes deflect or defend acknowledgment of that behavior.
- Micromanagers tend to focus on compliance, whereas macro-managers build commitment.
- Micromanagers tend to build a hub and spoke workflows, putting themselves at the center of all decision-making. Macro-managers delegate work and decision-making authority once the standards have been established and verified.