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by quickthrower2
2058 days ago
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What can make this hard is wearing multiple hats. Your boss might be micromanaging, but not with the boss hat, but a senior engineer hat, or an architect or product owner hat. I have considered introducing a convention where people declare what hat they are wearing first! Also if the manager is also the expert in the technical area this can have the same effect. This often happens in small companies where the managers have been there about 10 years and wrote all the early systems. They take the role of manager, mentor, architect and code reviewer. The solution which takes time is to start delegating out a stream of that work to a individual contributor who becomes the expert. This is a win for everyone. Less bottleneck for the team, less micromanaging, new ideas can flow in, and members build up skill and experience. New eyes on code, if they are good eyes can also lead to tech debt being paid off. |
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Jokes aside micro-management has its roots in insecurity and lack of being able trust. Perhaps for a small number it’s also about a power trip but for most it’s simply a lack of understanding of how to delegate and a false belief that you’re the only person that “gets it”.
That said one of the greatest feelings a manager is seeing people step up, take things on and do it in a newer and better way. You have to allow them to make mistakes which they will at first. But when you can get to this with a whole team, you end up doing things collectively which are truly bigger than the sum of the parts, and that’s an amazing thing to be part of.