Please see last week’s post for the micromanaging discussion. This week, let’s go to the other end of the spectrum.
What do macromanagers look like? At first glance, they seem like perfect bosses. Observing team dynamics helps us spot them: projects veering off track, missed deadlines, and team members who won’t play nice together, probably have a macromanager. They don’t interfere, hover, or prioritize accountability. Sometimes referred to as “hands off” managers, they have a “hire the right people and empower them” philosophy. Team bonding and creativity don’t happen because macromanagers don’t coach their teams. When the project encounters obstacles, egos come out and blame starts, but macromanagers are unavailable to lead their teams through conflict resolution. They force responsibility without authority onto individual contributors by abdicating tasks they should do to the team (e.g., role assignment for presentations: Who’s doing the research? Who’s creating the slide deck? Who is speaking?). Macromanagers leave deliverables open to interpretation. The team completes the project, but the result isn’t even close to what the macromanager wanted.
What if you’re macromanaged? As with micromanagers, communication is key. Meet with the whole team (I can feel your eyeroll. (LOL) I’m not a meeting fan either, but in this case, it’s the most efficient solution.) If your macromanager doesn’t want to explain details or impose order, ask him to at least provide the overall scope. Focus the macromanager on process and help the team accept responsibility for production. Ask follow up questions to help the team decide how to complete the project: Who is responsible for what? How are we going to handle conflict? To whom do we go with questions? Break the project down into smaller goals, assign roles, and set deadlines. Ask your macromanager for clear objectives and KPIs (Key Performance Indicators) to track the team’s progress. Find out what the deliverable should look like and make sure everyone sees it the same way. Schedule periodic one-on-ones with your macromanager to provide updates and course correct if necessary. If these meetings are not weekly, email updates between them and request feedback.
What’s the bottom line? Employees of a macromanager have freedom and opportunity, but without structured leadership, they struggle to develop new skills and effectively collaborate with their team. If your macromanager is unwilling to get involved, is there a team member willing to lead the project? Is the team willing to follow this person? If so, then the team can get work done. Ask yourself: Am I willing to lead this team but let my macromanager take credit for it? Am I willing to lead this team and take blame for it? Am I willing to acknowledge another team member as the leader and follow her? Do I have the resources to do my own professional development? Working for a macromanager is emotionally and mentally draining. If you are up for the challenge, keep good notes for performance review time (and your resume).
Have you worked for a macromanager? Please share your experience in the comments section below.