Leaders who refrain from micromanaging not only enjoy having highly engaged staff members who have the autonomy to take ownership of their work, but they also free up their time and energy for macromanagement, according to the Harvard Business Review.
When leaders prioritize macromanagement — focusing on the big issues — they can be clear, decisive and disciplined while addressing the strategic questions the organization is facing. Managers, on the other hand, are better suited for managing issues and initiatives on the micro level.
The key to macromanagement is keeping in mind the following questions, according to the report:
- What is the organization's purpose?
- What does the organization offer to its customers and the community it serves? What value does it provide?
- What value does the organization drive for the business and for shareholders — what are the critical outcome metrics by which the organization will be judged?
- How will the people within the organization behave — toward customers, other stakeholders and each other?
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