While Not Becoming a Control Freak

By Rolf Crocker


"Never tell people how to do something; tell them what to do and you'll be surprised at their ingenuity."  Gen. George S. Patton

I was having a conversation recently with a good friend and colleague regarding placing expectations on staff and not having to review everything they do.  This colleague said, "Oh, I could never do that - I'm too much of a control freak!" My response was, literally, "Love you, but that doesn't work!"  It may work in the short-term on a small-scale (a one-to-five ratio), but multiplied into a larger scale (one-to-twenty or more), it bogs down.  There are too many relationships and too many moving parts for that kind of leadership to be effective.  So - how do you set expectations while not becoming a Control Freak?

1)    Empower people you can believe in.  Look for those that show talent or aptitude in areas in which you need help.  Invest in or mentor them by virtue of your time and resources, making sure they embody your values and the values of your company.  Then give them authority equal to their responsibility (or, as I like to say, the badge AND the gun) to carry that part of the operation for you.

2)    Place the 'weight' of responsibility squarely upon them.  Leadership is a burden.  Authority and responsibility carry a 'weight' that is tangible.  It's ok to transfer the weight over a period of time, but at some point, they have to be able to sustain the position on their own.  Don't try to artificially prop up or bolster people in key leadership positions.  Otherwise, you are not free to focus on those areas that require your attention.

3)    Give input only in areas in which you can add value.  Just because I'm the 'boss' doesn't mean that every thought or idea I have running through my head will help a given situation.  I'm ok with staff running things past me but, in the main, I seek to comment only in areas I feel I can add value or help make it better.  Otherwise, I place folks in positions because of their expertise (see item # 1).  I don't have to have input on every single thing that occurs under my watch - in fact, once you grow beyond a certain point, there is no practical way you can do that.  That is why having this infrastructure in place is the only way you can grow.

4)    Monitor, correct and reward results.  Just because you have this system in place doesn't allow you the luxury of flying on 'Autopilot'.  You need to keep your finger on the pulse of your staff and the company as a whole.  This can be accomplished through several methods, including, but by no means limited to A) ongoing investment in your direct reports, B) feedback from their subordinates, C) if the goals of the company are being achieved and D) the overall morale of the company.  To me, the ultimate sign of success is you're your staff begins to duplicate this entire system with those under them.

The Term of Art here is "Span of Control':  How many individuals can one person effectively manage?  The optimum range for effective management is from one-to-five to one-to-seven.  Beyond that, one is spread too thin to keep all of the plates spinning.  If you find your growth is stalled, ask yourself, "Am I too much of a Control Freak?"  If so, set a plan in motion to implement these principles.  By empowering others, you empower yourself to be your very best.