Micromanaging Leads to a Negative Reputation and Fewer New Opportunities Within Organizations; Micromanagers Should Switch That Energy to Adopting the Discipline to Delegate Effectively, According to John Beeson, Succession Planning and Organizational Development Expert
NEW YORK, NY--(Marketwire - July 7, 2010) - Managers who are perceived by their troops as meddlesome micromanagers are probably, in turn, viewed by senior executives as not having the bandwidth to step up to higher level positions and handle greater responsibilities.
The only way that this kind of manager can get "unstuck" and truly become a leader is to take some hard steps to learn how to delegate and make sure matters don't fall through the cracks, according John Beeson, a succession planning and organizational development expert who's principal of Beeson Consulting and author of the forthcoming The Unwritten Rules: The Six Skills You Need to Get Promoted to the Executive Level (Jossey-Bass, fall 2010).
"A micromanager sends out danger signals to his or her company's senior management that he or she would be overwhelmed at higher levels of responsibility and has little time to spend on executive-level tasks like shaping strategy or innovation. In other words, senior executive who make C-suite level promotional decisions for their companies look for managers who know how to ensure implementation without getting too involved in the details at too low a level," Mr. Beeson says.
He adds, "Too many mangers have either an 'on' switch or an 'off' switch when it comes to delegation. That is, they either tend to delegate everything with little follow-up or they try to tightly control the work of each subordinate."
Mr. Beeson is available to discuss ways managers at either end of this spectrum can achieve the right level of delegation -- and thereby dramatically increase their chances of moving up the ladder to positions of greater responsibility within their companies. During a conversation, he can address the imperatives for getting it right, for example:
"Here's the big picture if you're a micromanager who wants to break out of the cycle -- and into the next stages of your career: Strengthen your team's capability and put in place the reinforcers that ensure predictable implementation within your area. In the process you'll demonstrate your bandwidth to take on increased responsibility," Mr. Beeson says.
To schedule a conversation with John Beeson or for more information, please contact Frank Lentini of Sommerfield Communications at 212-255-8386 or firstname.lastname@example.org.
About Beeson Consulting
Founded in 1998, Beeson Consulting provides management consulting services to some of the largest, most respected companies in the world. Services include succession planning, top-talent development, executive assessment, organization design and executive coaching. For each client, the firm brings to bear best-practice expertise; practical, action-oriented solutions; and a consultative, customized approach. All Beeson consultants have a combination of corporate and consulting experience.
To learn more about Beeson Consulting, please visit www.beesonconsultinginc.com.