Workplace Professionalism


Be a professional leader in the workplace, not an amateur leader.


Micromanagement is, unsurprisingly, one of the most typical causes for someone being labelled an "Unprofessional boss" by their employees. These include unprofessional behavior control freaks, relentless follow-ups, constant surveillance of staff members, giving unnecessary instructions, "stupid" everyone else, failing to identify staff members' skills, failing to identify staff members, "previous experience and style in routine job management, and Failing to recognize the talents of staff members. Yes, we all whine about such an unprofessional with low behavior employer or devilish employer, don't we? The actual question is whether you're committing the same crime. When you receive this information, what are your coworkers thinking and saying about your leadership? Recall that your management style has little to do with your intentions; instead, it is the perception of your colleague's observation of your actions and behavior’s.


 Your employees are likely to have just a rudimentary understanding of your genuine intentions if any at all. They view you as having a specific style based on what you do with and for them, and in this case, you may now be a micromanager in their minds! And you may argue all you want over whether or not your employees' perceptions of you are accurate. So would like to make sure the project or goal or task is accomplished in your defense. You can do things yourself. However, I have less time. You've already progressed through the "man of action" stage and are now a manager! However, you are unsure whether your employee can do the assignment to your satisfaction. What's wrong with providing your employees with precise instructions and rules and ensuring that they execute them all the way through? The solution, in my opinion, was not so much micromanagement as it is micromanagement in general. Still, perspective management ensuring that the number of components, guidelines, and monitoring you provide is "suitable" for each employee to complete a task.


 A micromanager is a person who over-instructs and over-monitors an employee to perform a certain task when employees are not required to do so. You won't be considered as a competent leader if you under-instruct and an under a certain employee to accomplish a specific duty that you should. The other thing you need to think about is your employee's ability to complete the work you gave them. Keep in mind that a single employee may have a higher ability to perform one task and a lower ability to perform the other. Dr Paul Hersey defines skill as "knowledge, experience, and skill in the model of situational leadership." If you are aware of only three things, you can only claim your employee's skills to do a job. So, whenever you communicate to your employee about a specific assignment, you should assess your capacity to complete it based on your views and professional experience with them, as well as their track history. 


Since you're unsure, though, you might question the staff person directly, but why not? What's stopping you from taking just one minute to ask all combinations of three questions (nicely, of usual) after you've explained the precise work and goal you want your staff member to accomplish? are you capable of doing this task? have you ever attempted this? Do you do this regularly? actually, tell me, when was the last time you did some work like this?" If your employee answers yes, all three questions, you may be relatively confident in their abilities to do the work. It would also assist if you understood the distinction between informing your employee about the particular job and objective.


 You're requesting them to accomplish and provide step-by-step directions for achieving the goal. As a boss or leader, you should always let your employees know what the work is and what the end objective is. To characterize, utilize the smart model. Not only don't offer the intermediate milestones; as Stephen Covey expressed it, "begin with the goal in mind." Be as open and honest about what you know and don't know about the effort as possible. If you do not really know all the intricacies regarding the assignment yet, say so, and most of your coworkers will sympathize. 


You must provide your employees with process guidelines, and advice depends on their ability to do the job. In general, in particular, the less capable a member of your team is of a given activity, the more detailed instructions and assistance you need to provide. If you ask three questions and determine if your employee has the skills needed to do the job, you can basically "manage the results" and assign the job to them. If you follow the steps mentioned, you will be less likely to be a micromanager and an unprofessional boss. Of course, after your employee completes the work, remember to express your gratitude by saying "thank you" or "sense of accomplishment" and must appreciate it. 


MD Toslim Bhuiyan Prantik.

Student of Law Department at North South University.