leadership of organization

SELF-HANDICAPPING LEADERSHIP: The Behaviors Holding Back Employees, Managers, and Companies, and How To Overcome Them

Copyright Phillip Decker and Jordan Mitchell, 2015. All rights reserved. 1

FINAL PERSONAL TAKEAWAYS Action Plan - Micromanaging What will you do about your micromanagement?

Micro Management Self-Handicap

What is the Situation

Trigger Impact on Others What to Do/When

Fully delegate responsibility, authority, and accountability

___Expedient ___Avoiding ___Apprehension ___Self-Deception

___Deliberate Action________ ___Self-efficacy_____________ ___Face it _________________ ___Look & Listen___________

Delegate whole pieces of the job

___Expedient ___Avoiding ___Apprehension ___Self-Deception

___Deliberate Action________ ___Self-efficacy_____________ ___Face it _________________ ___Look & Listen___________

Delegate challenges and define success

___Expedient ___Avoiding ___Apprehension ___Self-Deception

___Deliberate Action________ ___Self-efficacy_____________ ___Face it _________________ ___Look & Listen___________

Share experiences, don’t instruct

___Expedient ___Avoiding ___Apprehension ___Self-Deception

___Deliberate Action________ ___Self-efficacy_____________ ___Face it _________________ ___Look & Listen___________

Resist the urge to solve someone else's problem

___Expedient ___Avoiding ___Apprehension ___Self-Deception

___Deliberate Action________ ___Self-efficacy_____________ ___Face it _________________ ___Look & Listen___________

Never take back a delegated item

___Expedient ___Avoiding ___Apprehension ___Self-Deception

___Deliberate Action________ ___Self-efficacy_____________ ___Face it _________________ ___Look & Listen___________

Provide feedback, don’t course correct

___Expedient ___Avoiding ___Apprehension ___Self-Deception

___Deliberate Action________ ___Self-efficacy_____________ ___Face it _________________ ___Look & Listen___________

Don’t correct everything you receive

___Expedient ___Avoiding ___Apprehension ___Self-Deception

___Deliberate Action________ ___Self-efficacy_____________ ___Face it _________________ ___Look & Listen___________

SELF-HANDICAPPING LEADERSHIP: The Behaviors Holding Back Employees, Managers, and Companies, and How To Overcome Them

Copyright Phillip Decker and Jordan Mitchell, 2015. All rights reserved. 2

Respecting Boundaries

___Expedient ___Avoiding ___Apprehension ___Self-Deception

___Deliberate Action________ ___Self-efficacy_____________ ___Face it _________________ ___Look & Listen___________

Having Boundaries

___Expedient ___Avoiding ___Apprehension ___Self-Deception

___Deliberate Action________ ___Self-efficacy_____________ ___Face it _________________ ___Look & Listen___________

Managing w/o Intimidation

___Expedient ___Avoiding ___Apprehension ___Self-Deception

___Deliberate Action________ ___Self-efficacy_____________ ___Face it _________________ ___Look & Listen___________

Being Flexible

___Expedient ___Avoiding ___Apprehension ___Self-Deception

___Deliberate Action________ ___Self-efficacy_____________ ___Face it _________________ ___Look & Listen___________

Juggling Projects well/Not Being Linear

___Expedient ___Avoiding ___Apprehension ___Self-Deception

___Deliberate Action________ ___Self-efficacy_____________ ___Face it _________________ ___Look & Listen___________

SELF-HANDICAPPING LEADERSHIP: The Behaviors Holding Back Employees, Managers, and Companies, and How To Overcome Them

Copyright Phillip Decker and Jordan Mitchell, 2015. All rights reserved. 3

Baby Steps The baby steps for this chapter are:

 Delegate the whole piece of one job/project rather than simply tasks and activities to one employee/team. Delegate the challenges and define success. Let the employee/team determine the intermediate steps and detailed output. Watch what happens without speaking.

 Don’t ask for a list of options and recommendations the next time you feel like doing so. We all know the employees will search for what you “really” want and provide that. Instead tell the employee/team to solve the problem and report back when it is solved. Watch what happens without speaking.

 The next time you need to train someone; share experiences, don’t instruct. Allow the learning to take place by allegory and not turn the learning into “do these steps”.

The Key Behaviors for sharing experiences are:

1. Identify the lesson or “main point” of the experience before you start speaking. 2. Keep story short – make sure the details add to it rather than drag out the story. 3. Make sure to say how you personally benefitted from the experience. 4. Call to action – tell the person how you believe that he/she can benefit from a similar

experience.

Follow Up Questions

1. What task can you delegate to someone today? What will get in the way from you? 2. If micromanaging comes from our upbringing, how can we get out of it? 3. How can you practice having flexibility to change? 4. Where do you have problems with boundaries or violating boundaries? 5. How could you learn to be more flexible?