Opposing Forces in Leadership: Micro-Managing vs Empowerment

When you first begin to put legs to the vision you see in your heart, it is often necessary to be everything to everyone.  You have what seems to be an unlimited amount of hats to wear and you are likely the only problem solver.  You are trying to get this BIG 747 jet in the air and it takes everything you have to get it off the ground.  Before long you are flying and its time to look around and see who made it on the flight.  Who has God given you as a flight crew and co-pilots?

Because your vision is so important you are likely tempted to micro-manage every detail to make sure that it is done just as you envisioned it.  It is easy to grow so attached to the outcome that we overlook the most important part of the journey…the development of people along the way.  The best way to develop people is by EMPOWERING them.

There is nothing like the pressure of an assignment to shape and mold the heart and mind of an individual.  Teaching and mentoring are great, but when it comes down to it, assignment is the GREAT SCULPTURE.

In The E Myth, Micheal Gerber offers a great planning exercise that can help leaders move from micro-managing everything and into the practice of empowerment.  He suggests that when you first begin mapping out your vision, draw a grid with boxes that represent all the characteristics and departments that you feel will be necessary for your team/organization to make the most impact.  Then you (and any other key leaders that might be partnering with you) write your name in the boxes you will be responsible for in the  beginning.  The next task is simple but often difficult.  Spend the rest of your time, as the visionary leader, working your way out of each box one at a time.  One by one your name should be replaced by someone else who is now filling that role and is EMPOWERED to get the job done.

Reasons why leaders often fail to Empower others:

1. They don’t trust young leaders.

   If you are leading with your heart wide open then you have likely been burned by someone you trusted.  Trusting people to partner with you is a messy business.  But if you implement lines of resistance you can increase the “buy in” of young leaders making them less likely to sabotage or walk away from their assignment.

2. They’re Self-Worth is tied up in ALL THEY “DO.”

   When you get your sense of value from all that you are doing you will be threatened if someone else comes along that can get the job done as good as or even better.  You would think a vision leader would be excited about someone who can carry some of the weight.  But if you cannot find your confidence in who you are then you will intentionally overlook and ignore potential leaders who could help take your team to the next level.

3. No one can do it as good as you.

   If you value your program over your people then you will never give anyone a chance to grow.  Even though empowering someone else in an area might mean the outcome is not quite as sharp as when you do it, the development that takes place in the young leader is much more valuable to the organization.

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