Executives should micro-manage by being personally engaged with all aspects of their business – from the factory floor to the executive suite.
However, it is important to distinguish between being a micro-manager and being a micro-decider.
Micro-deciders discount input from their teams, stifle creativity and debate – leading to a lack of employee engagement, eventually limiting growth.
Being a micro-manager but not a micro-decider only requires a process of decision accountability.
Decision accountability consists of: 1) Establishing clear and measurable criteria for success and failure, 2) Actively monitoring against KPIs, and 3) Explicit incentives for success and consequences for failures.
Executives focused on decision accountability maintain a hands-on approach while leveraging employee expertise and building a results-driven culture.