By Alan Graner
Brian was the marketing manager of a small but growing tech company. As such he helped develop the company culture.
He also took great pride in developing methods and strategies that spurred company growth to the point where he could no longer handle everything himself.
As a reward he was named Director of Marketing and told to hire another marketer.
Suzanna was a veteran of several startups and had a firm grasp of marketing and social media. Over the years she’d learned different marketing methods and strategies which, she assumed, she’d be able to implement.
Unfortunately, Brian couldn’t let go of the reins..
When he discovered Suzanna was doing things differently, he rewrote her strategies.
When she tried new ideas, he changed them to reflect The Company Way.
When Brian saw how Suzanna presented to customers, he realized she wasn’t “doing it right,” so he made all future presentations.
After all, if you want things done correctly, you do them yourself, yes?
A few months later Suzanna quit in frustration because she wasn’t allowed to do the job she was hired to do.
Needless to say, her replacement didn’t fare any better. Or the one after that. Or….
Inevitably one of three things happens:
- Brian will only hire “yes” men, in which case his department will dissolve into mediocrity.
- Brian will become so overworked, things won’t get done.
- Brian’s stubbornness will become a roadblock to company growth.
When you consider:
- The tens of thousands of dollars it costs to advertise, evaluate, interview and approve a new employee
- The amount of time and money you lose because you don’t have anyone doing the job
- The learning curve required to bring a new employee up to speed
…it’s far cheaper and more productive to let employees do the job they were hired for.
What have been your experiences with micromanaging?
Image: Jon Collier via Flickr®
Alan Graner is Chief Creative Officer at Daly-Swartz Public Relations, an Orange County, CA business marketing content and distribution firm. For content that makes you stick out from the crowd, email Jeffrey Swartz at email@example.com. Or visit www.dsprel.com.