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There is no single formula to being an effective leader. Each organization’s “personality” calls for a different management style, and the range of potential encounters requires a manager to remain flexible in his or her ways. Traditional companies like KFC and other family-run businesses have a code of conduct and a list of situational protocols which are consistently adhered to. Companies like Google and Apple, which require their employees to remain creative and think out of the box, may be more lax with their policies about office decorum and attire. Still, an effective manager is one who remembers to remain within the bounds of his titular duty: managing.
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Because of the need to control all aspects of a situation, some managers involve themselves in even the most minute of tasks– those that ought to be left to the employee’s discretion. Known as micromanaging, this behavior is evident when a leader avoids delegating tasks or monitors project completion too closely. A micromanager will require his or her employees to seek written “approval” before commencing with any task, and will compulsively instruct and check in on them as they complete it. Often– and despite knowing the state of the employee’s work– a micromanager will require frequent, over-specific reports in which he or she will almost always find fault. Should a member of the team commit an infraction, a micromanager will insist on “doing it him/herself” rather than giving the employee a chance. Overall, micromanagers are detrimental to team productivity because they undermine the purpose of having a team.
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An effective manager, David Bergen helped Levi Strauss maintain consistent performance as its CIO. Read about his views on leadership on this Facebok page.
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