Translated from 日本語 • View original Due to the corona vortex, the work style has become remote, and the team's activities have become harder to see than when I was working in the office. In such a situation, managers are required to have a new management style.
If a manager who used to do micromanagement in a real office is trying to do the same thing while working remotely, it is dangerous.
Micromanagement is not good in the first place, but if you try to do it remotely, it will be 100 times worse.
By the way, Colorkrew (hereinafter referred to as "Colorkrew") is a flat organization with no superiors or subordinates, but there is a relationship between coaches and members.
In the coming era, I would like to write about why micromanagement is evil and what to do.
Micromanagement is Evil
In the first place, micromanagement uses a lot of the manager's own time. This makes the manager feel like he is working.
Even if you feel like you are working, you are not contributing to the results, so it can be said that such managers are practically not doing their work at all.
Subordinates will also be forced to do the manager's way, so their motivation will decrease drastically and it will be difficult to achieve results.
Worse, if you get used to micromanagement from your boss, you won't be able to think for yourself. It also hinders your growth as a business person.
In this way, micromanagement is not good for managers or subordinates.
Remote Micromanagement Is Worse
Micromanagement in a real office is a problem like this, but it is even worse when it is remote.
In the first place, remote work makes it difficult to see activities, so as a micromanager, the feeling of "reporting" becomes stronger.
In real life, you can explain it verbally, but remotely, you have to write, make phone calls, or have video conferences. It takes longer than usual.
Above all, the reporting work itself is not productive.
It is good to start with the report and move on to coaching, but if it becomes a cycle of issuing the next instruction after being reported, it will not be coaching, but just a work instruction for the worker.
Coaching in Remote Work
In remote work situations, coaching becomes even more important.
Coaching is not about giving instructions, but about being close to the members and supporting them to grow and achieve results.
Good coaching allows you to focus on what is essential and important, which is also very time-efficient for both of you.
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Prerequisites for Getting Started with Coaching
For coaching to work, there are prerequisites.
It is "to align the way you think about work"
If you can't do this, no matter how much you talk, you won't be able to understand each other, so you won't be able to coach meaningfully.
For example, what I personally want to make a prerequisite is the following.
・Talk about facts and subjectivity separately ・Say the conclusion first ・Convey what is convenient and what is bad ・Speak quantitatively as much as possible ・Speak with self-blame rather than blame ・Have your own ideas instead of just asking what to do
It is necessary to thoroughly discuss and coordinate these prerequisites. I think you can spend as much time as you want on this discussion.
Towards a New Management Style
New ways of working that incorporate remote work styles require new management styles.
Managers and bosses take the plunge and let go of instructions. Instead of having them report, create a culture where everyone is open about their activities.
By doing so, it is the job of managers of the future to create a team that is productive, efficient, motivated, and vision-oriented.
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