With leadership comes responsibility. A significant portion of that responsibility includes being accountable for team members' behaviors.
While this might sound like no big deal, trying to influence or control what other people do is hard.
The strategies and tactics managers leverage but are not limited to include; setting clear standards, aligning teams to core values, defining hiring processes, providing coaching, and having difficult dialogues. While all of these are effective and things I teach leaders to use, there is a less effective method many managers adhere to called micromanaging.
Now before you act as you have never micromanaged, stop right there. You have been guilty of it, and I have as well. To closely observe, control, or remind others what they should be doing or how they should be doing is an easy thing to do when you are ultimately responsible for their choices. But just because it's easy doesn't mean it correct.
The term micromanagement has skyrocketed in popularity in the last few decades. Webster defines it as "manage[ment] especially with excessive control or attention on details." It has a negative connotation both in the marketplace and to employees because it limits the freedom to complete jobs or tasks instead of trusting things will be done correctly.
Managers tend to micromanage for one of three reasons:
Many full-fledged micromanagers have been exposed and removed from their position in the last few years because of high turnover rates, engagement surveys, and 360° Leadership assessments. However, the best leaders know there is a fine line between setting high standards and coaching someone and reminding others what they should be doing and how they should be doing it.
Since most managers don't have an overt problem with micromanagement, they often do small things that lead to their people feeling micromanaged. These small things tend to be the words they use and when they use them.
Leaders can make small changes in communication to lead to big changes in performance.
One word managers use to modify the behavior of an employee is the word "Don't." Not only is it a micromanaging word, but it's demotivating to people. Here is how managers typically use it:
Writing these statements that start with "don't" exudes a manager trying to control, not inspire. Since inspiration is a key to elevating others, breathing life into team members will help change behavior with an internal trigger instead of an external motivator.
The best leaders don't control, they inspire.
The word "don't" has a negative connotation, and it stirs up feelings of defensiveness in people. Instead of responding positively, more often than not, it will have someone responding a begrudgingly way.
Just check out these same statements communicated without the word "don't."
It doesn't take a rocket scientist to see the enormous difference between a leader communicating like this versus one using the word "don't."
Eliminating or modifying a word from "don't" from your managerial language won't be easy. The challenge to you this week is to take a mental checklist around how often you say the word "don't" to your colleagues, teammates, significant other, or even your kids.
Once you recognize the extent of your "don't" habit, then it's time to change your language moving forward to something more positive, inspirational, and encouraging.
About the Author: John Eades is the CEO of LearnLoft, a leadership development company helping executives and managers to lead their best. He was named one of LinkedIn’s Top Voices in Management & Workplace. John is also the author of Building the Best: 8 Proven Leadership Principles to Elevate Others to Success. You can follow him on Instagram @johngeades.
John is the CEO of LearnLoft, author of, F.M.L. Standing Out & Being a Leader and host of the 'Follow My Lead' Podcast. He writes or has been featured on Inc.com, LinkedIn Pulse, TrainingIndustry.com, eLearningIndustry.com, CNBC Money, and more. John completed his education at the University of Maryland College.