One of your duties as a fire leader is to “Observe and assess actions in progress without micro-managing.” But when is micromanaging justified?
In “Sometimes Micromanaging Is Good—And Necessary” found at Forbes.com, Christine M. Riordan, dean and professor of management at the Daniels College of Business, University of Denver, describes six occasions when micromanaging is temporarily justified.
- A strategy is changing.
- The enterprise is taking on a new endeavor.
- There’s a new leader, employee or unit.
- An employee or leader fails to execute, or a project continues to linger.
- A customer registers a serious complaint.
- Results are disappointing.
Effective fire leaders know when to take a more active role to assist their subordinates—when a little micromanaging is necessary. Most importantly, they know when enough is enough and a return to a more hands-off approach is warranted.
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