1371: [Part 1] How Leaders Can Get More Done Through Others: How Micromanagement Can Kill Productivity and Creativity by Laura Stack of The Productivity Pro

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[00:00:19] gilt bis 14.07 ab 20 Euro Bestellwert nur bei ausgewählten Partnern und Produkten, es gelten die AGW. Das ist Optimal Work Daily Episode 1371. Wie Leaders kann man mehr tun, durch andere. Wie Micromanagement kann Produktivität und Kreativität kühlen. Part 1 by Laura Stack of TheProductivityPro.com

[00:00:39] Ich bin Dan und ich bin hier mit euch jeden Tag. Ich hoffe, dass ihr auf Tuesdays gut geht, wenn ihr in realer Zeit hört. Ich habe heute ein bisschen länger Post für euch, ich werde es in zwei brechen, ich werde die erste halbe rechnen

[00:00:52] und dann in der Wendelsshow rappen. Also, wir gehen jetzt zu Part 1, wie wir die ganze Zeit optimieren. Wie Leaders kann man mehr tun, durch andere. Wie Micromanagement kann Produktivität und Kreativität kühlen. Part 1 by Laura Stack of TheProductivityPro.com

[00:01:12] Wenn ihr die Initiative für die Arbeitern verbunden wollt, verholt ein Loch in Produktivität und verholt die untere Linie mit rechten Inken, dann ist es kein besserer Weg, als mit Micromanagement von den Mitarbeitern.

[00:01:53] Es ist dein Baby. Ihr wisst, es ist ein Quark. Es kann schwer sein, dass ihr kleine Dinge verholt, als andere Menschen. Denn ihr seid nicht absolut sicher, dass sie nicht zu verholt werden. Aber seht euch das an. Wenn ihr so distrustvoll seid,

[00:02:06] dann warum hattest du sie in den ersten Platz? Verholt ist das diametrische Opposite von Micromanagement, das ist, based auf eine Lackung von Verholt, dass andere ihre Jobs machen können. Verholt für die Leute, die für ihr arbeiten, soll jeder Besuch, was ihr als Manager macht,

[00:02:20] statt automatisch distrusting sie, ist es an dir wichtig, dass ihr das, was ihr ihr Arbeiters Job macht, die ihr verholt habt, mit der richtigen Training und die Möglichkeit. Das ist ein sehr wichtiges, Rewerking von eurem defaulten Abstand, aber es ist dein ultimate Ziel,

[00:02:34] um zurückzubekommen und zu verhindern, bis du die Empfehlung des Doubts hast, so lange sie die Erfahrung haben und ihre Kompetenz beobachten kannst. Wenn sie nicht, dann kann man sie justifiabel verholt werden, und wie es möglich, sie verholt werden. Du musst einen Augen auf alle,

[00:02:47] aber nur als Teil der großen Bildung. otherwise give people the freedom and flexibility to get their jobs done. Meanwhile you can be doing all those high value things that you get paid the big bucks for instead of trying to do everyone else's work. Delegate that task.

[00:03:03] Micro managers tend to live by that old adage. If you want something done right, you've got to do it yourself. But the savvy leader quickly learns that you can't get it all done right by trying to do everything single handedly.

[00:03:15] If you allow yourself to become a slave of your team's day to day operations, your own productivity will flag along with everyone else's. As a manager, your core responsibilities should be things like marketing, growing the business, overseeing but not minutely controlling other people's efforts,

[00:03:31] dealing with your superiors and in general doing whatever brings in the most profits for the organization. Your sites should always be said higher than the mundane, which means that you must delegate or outsource anything that fails to meet your high profit standards.

[00:03:45] It just doesn't make economic sense to run around taking care of little things or handling crises that should be assigned to lower paid employees. If you get paid $50 an hour, you should never do anything that earns the company less than that.

[00:03:58] Even if you have to take steps to fix something a subordinate is doing wrong, whether that involves training or replacing them, in most cases it's still cheaper than doing the job yourself. Besides, if you waste time on other people's jobs,

[00:04:10] you'll have to work extra hard to get your job done. Oh, no doubt you're willing to put in the extra time and that's laudable. But eventually you're gonna wear yourself out and start slipping, decreasing your own productivity and making yourself less valuable to the company.

[00:04:24] When it comes down to the bottom line, you simply have to push every responsibility you can down to the lowest possible level. Focus on your critical few tasks, handing off everything you realistically can to other people. Again, this comes down to rejecting the temptation of micromanaging

[00:04:39] and setting your default attitude to trust. In this case, let me amend that to trust but verify. Just because you can hand a task to someone else doesn't mean that you can forget all about it. That's abdication and it's something you can't afford

[00:04:52] because even when you delegate a task, you are still responsible for it. You still have to make sure that it's getting done consistently and on a timely basis. So occasionally you'll have to check in with your delegate to learn the score and as necessary, make adjustments.

[00:05:07] Just don't hang over them like a sort of Damocles. Keep an eye on the big picture. By definition, a manager's role is to provide direction for his or her subordinates, which means that you do have to get into the nitty-gritty of problem solving sometimes.

[00:05:21] This is fine to a limited extent, but again, don't try to do it all, even when you can. One of the biggest downsides of micromanaging, above and beyond the issues of trust and overwork, is that it requires you to focus too tightly on the details of organizational function.

[00:05:36] To paraphrase the old saying, you see the trees but not the forest. And it's your job to keep an eye on the forest as a whole, not just this oak or that sycamore. A laser sharp focus is ideal when you're trying to get your own tasks done.

[00:05:49] It's not so great when you're putting someone else's tasks onto the microscope, while forgetting that they're a small part of something much bigger that needs to be taken care of in its entirety. Close oversight must be the exception, never the rule. Otherwise you are again hamstringing your productivity,

[00:06:05] making yourself less useful all the way around. There's another old saying for this kind of thing, pennywise and pound foolish. When you get right down to it, focusing too tightly on the little pictures while ignoring the big one is like throwing away money. To be continued.

[00:06:24] You just listened to part one of the post titled How Leaders Can Get More Done Through Others, How Micromanagement Can Kill Productivity and Creativity by Laura Stack of theProductivityPro.com. Und thanks so much to Laura, who is an award winning keynote speaker

[00:06:39] and the bestselling author of eight books. Her engaging personality combined with over 25 years of experience helping organizations achieve results, have made her one of the most sought after experts and keynote speakers in her field. Laura has been featured in The New York Times, USA Today,

[00:06:54] The Wall Street Journal, Entrepreneur and Forbes Magazine and has been a spokesperson for Microsoft, Danone, 3M, Office Depot, Xerox and more. Und wenn das nicht genug war, hat sie die Klientliste von 500 Firmen, including Starbucks, Walmart, Bank of America, GM, Wells Fargo und Time Warner plus die Regierungsagenten,

[00:07:14] die USA Air Force Academy, den Census Bureau, den Senat und den IRS. So du kannst viel lernen, einfach durch die Produktivität Pro.com Sie hat alle ihre Videos, Books, Stor, Newsletter und Blogs alle auf dieser Seite. Wieder, das ist ProduktivitätPro.com.

[00:07:32] Aber das macht es für heute hier auf Optimal Work Daily. Ich hoffe, dass ihr einen tollen Tag habt und danke so viel für mit mir hier mit dabei. Und ich werde es morgen sehen, wo wir diese Post von Laura und wo eure Optimal-Life erwartet werden.