Should We Micromanage Sometimes?

Source: https://day.io/blog/

Adam Bryant recently posted a terrific interview on LinkedIn with David Wilkie, CEO of World50.  Wilkie ended his comments with the following story:

The other thing is that people often struggle with the sheer volume of work they face. I like to ask the CEOs I meet, what is your management hack? One gave me a great piece of advice. “Micromanage,” he said. “I know. Everyone tells you don’t micromanage, but you should micromanage 20 percent. In every business, 80 percent of your business needs to be good, but 20 percent of it needs to be very, very good, and that’s the differentiator for you in the marketplace. Your job as CEO is to know what 20 percent that is and over-index on that.” So I tell leaders, “Figure out what your 20 percent is and focus on that.”

The sentiment here definitely surprised me at first, but then it stimulated my thinking on the subject.  I believe this leader has made a fascinating point.  Leaders sometimes have to take a deep dive on certain matters and get their hands dirty a bit. They need to dig into a project or an issue, and they need to understand it a great deal of depth.  Which areas require this type of extra attention?  It makes a great deal of sense to focus on those key areas of differentiation for the company. What are the make-or-break elements of the firm's value proposition?  Where are the key points where a customer experience can go from good to great, or from good to terrible?  What truly distinguishes the firm from its competition?  In these areas, perhaps a bit of micromanagement from time to time can actually do a great deal of good.   Of course, the key is how the leader behaves when they dive into these matters.  Do they just tell people what to do? Or, do they ask good questions, coach people through the situation, and empower others to help craft a solution collaboratively?