The January issue of Inc. Magazine had an article that made the case for micromanaging. It mainly focused on vendors. The author, Joel Spolsky (co-founder and CEO of Fog Creek Software), contends that micromanaging is necessary when companies must rely on vendors who don’t always have the same skin in the game as employees.
What do you think Joe and Wanda? Is it OK to micromanage in certain circumstances?
Joe Kerr: You know I give my people a long leash. If they choose to hang themselves with it, they know I’ll be there to tighten the noose. It’s sink or swim with my guys – whether they are a part of my core or extended team. Leaders like me don’t have time to sweat the details. Butcher, baker, or candle stick maker… if you don’t pull your weight around here, I show you the door.
Wanda B. Goode: I think it is necessary to micromanage in certain circumstances. We don’t always have the luxury of allowing someone to fail. If it’s a week before implementation of a project and we need to hire a brand new vendor to help with some final tasks, it probably makes sense to keep a close eye on things. Of course, we can probably limit these types of situations with better planning. In the long term, we won’t be able to develop lasting, beneficial relationships with vendors if we insist on micromanaging them.
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