November 23, 2018 - Issue 18-46

Good afternoon  ,

For my U.S. readers, I hope your Thanksgiving was enjoyable. And I hope some of the important people in your life were able to join you in giving thanks for all that's good for you and them. 

As you'll see in next week's comments, it's good to be grateful as well for the areas of your life that are still short of expectations!

After some recent rants about political issues, I'll skip politics for a while. I see what I see, and often write about it, but I very much don't intend for politics to be a central theme of this letter.

Since I've had a couple of challenging experiences with micro-managers, it's kind of a "hot-button" topic with me. Here's David Finkel, CEO of Maui Mastermind, with some suggestions for  how to avoid your micro-managing tendencies

It's interesting to note that much of this advice is quite similar to what we discussed a couple of weeks ago referring to David's suggestions for encouraging employees to manage themselves. 

Of course these two ideas, self-management by employees and avoidance of micro-management, are closely related.

Naturally business leaders continually strive to accomplish more with their organizations. For many, it's easy to think their company will produce more of whatever they produce if they "ride herd" on their employees. In fact though, this sends an implicit message to the employees that the boss doesn't trust them.

An employee who doesn't feel trusted is likely to be untrust- worthy, and certainly will not feel loyal to you or the company. 

Of course, you want loyal and trustworthy employees - right?

When you hire employees to do the work of your business, important concepts in realizing the results of their best performance are:
  • Be crystal clear about the results you want.
  • Be available to discuss any questions or issues that concern the employee.


  • Walk away! 

It's good to check in from time to time on progress, or ask for updates daily or weekly. People must never feel like you're "looking over their shoulder", and it's important not to tell them step-by-step how to do their work. 


Even worse is doing their work after you've assigned it to them.


David fleshes out these concepts in his comments here. He also offers some specific strategies to help you curb your micro-managing tendencies, if you have them.



John Stevens


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About John

Throughout a career spanning over 45 years my management style has been one of building teams to bring several competent people together to focus on a common objective. I noted early in my career that, in most organizations, there is an enormous amount of time, energy, and effort wasted by people working at cross purposes.

As I transition to life in the Argentine outback, my focus shifts from coaching to helping other business coaches and advisers get their message out to their prospective clients. With my first-hand knowledge of the benefits of effective business coaching, I am uniquely qualified to help business advisers of all stripes convey their message.

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John B. Stevens, Freelance Copywriter

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