How not to Micro-Manage - Stopping Being A Task Master

Nobody likes micro-manager but why there are so many of them? Here is a recent dialog I had with a mentee SDM - Tommy.

Me: Hey, how's project Alpha coming along?

Tommy: It's stressful. I feel like I have to keep tabs on the team for every little task, and I'm diving deep into technical aspects that honestly aren't my forte.

Me: Ah, you're stuck in the classic "task-master" role. Look, being in the weeds of technical details may not be the best use of your skills as a manager. Have you considered adopting result-oriented SMART goals in your project management?

Tommy: I known SMART goals. But how do they help me in my project?

Me: With SMART goals—Specific, Measurable, Relevant, Actionable, Time-Bounded—you shift from being a taskmaster to a facilitator. You focus on what should be accomplished, not how to do it. In doing so, you become an advocate for customer value rather than technical details.

Tommy: That sounds appealing. But what if I actually am good at the technical stuff? Can't I give suggestions?

Me: That's a plus, but there’s a time and place for everything. You can absolutely wear the tech lead hat and roll up your sleeves alongside your engineers, but perhaps not during project planning meetings. That's when you should be setting the vision and concrete goals for the next milestone, not detailing the execution.

Tommy: How do I balance that, though? Being both tech-savvy and a manager?

Me: Awareness is key. Know when you're diving into technical details as a tech lead and when you're stepping back as a manager to focus on the big picture. Each role serves a purpose but mixing them inappropriately can dilute your effectiveness.

Tommy: So, during planning, I should concentrate on helping the engineers set goals from a customer or stakeholder perspective?

Me: Precisely. When you align your team’s efforts with customer value, you’re not just checking off tasks; you’re ensuring that the project aligns with broader objectives. This enables you to see the project in a more holistic manner.

Tommy: I can see how that frees up not just me but also the team. It would give everyone more room to innovate and focus on what really matters.

Me: Absolutely. Result-oriented goals pave the way for greater autonomy, agility, and alignment with customer needs. It’s a win-win for everyone involved, from engineers to stakeholders to customers.

Tommy: Thanks, this is a big shift for me. I'll definitely try implementing result-oriented SMART goals and be more conscious of when I'm wearing my tech lead hat.

Me: Great to hear. Remember, it’s not about doing tasks; it's about delivering outcomes that matter.

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In sum, the challenge for managers is to know when to step into technical details and when to zoom out for a big-picture view. By adopting a result-oriented approach with SMART goals, managers can bring focus to customer value, enabling a more effective and engaged team.