Letting them know what you want is NOT micromanaging

There’s a reason I don’t get into paintball much.  Part of it is, of course, that I’m not that good at it.  But that’s not the main reason.  The main reason is that I’ve never had the chance to be part of a team where someone in it really knows what they are doing.

I want someone to say something like this:

“OK everyone, this is about taking that flag over there.  So here’s what we’re going to do.  Adam and Tim, when the whistle goes, you head straight to those logs, get in behind and wait.  Sarah and Terry, once Adam and Tim are there, you go over behind the trees on the right.  Adam, when they get there, pop up and lay down some covering fire, Tim that’s when you head toward the barricade.  Now, it’s all going to go wrong at some point, so when that happens, stay low, and make your way to the left.  Just keep left until we can regroup.  Keep listening for me, I’ll keep us on track, and if I go down, Sarah…you take over”.

Or something like that.

And, of course, if I’ve got some ideas, it would be great if they’d have listen.  But I want a plan, and I want to know what I need to do.

You see, I feel fairly useless playing paintball because I lack the knowledge of what to do and the skill in how to do it.  But I’m not actually useless.  I might be well past young, but I can run, I’m coordinated, and I know how to aim and fire.  And I like to have a go.

I just need a leader who can put me to good use.

Then I’ll be more valuable.

And funnily enough…we’ll get more done, and we’ll have a better time.

Letting your people know what you want them to do is not micromanaging.  

It’s just managing.  And it’s why you’re paid.

Adam is a partner of The Working Journey a niche consultancy that designs organisations into creative accountable enterprises that deliver...using ideas such as you just read. Want to chat? Send him an email by clicking here.

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