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Different situations call for different levels of intervention. Sometimes, a manager may be very involved in some specific artifact which may 'seem' like micromanaging but really it's 'topical' management. Often Micromanaging isn't actually inherently 'wrong' or even bad, rather, it's the emotional corrosiveness that is the problem, i.e. people just don't like to be managed in that way, but, if we were all 'perfectly…
I would like to see the other perspective, why it is good to micromanage. I’m a non tech founder And I outsource my teach overseas. I don’t trust my team. I really feel over billed (I pay US prices (over six figures per year per programmer) even though this team is in South America) and they have failed over years to really provide a quality service. Not only that but they over bill me and I frequently catch it. Why…
Using this approach can be a little slow in the beginning or when adding new team members, etc. but over time you and your people come to understand how to communicate with each other and trust each other and the team will be happier and more productive because they are given the space to work the way they find most effective and enjoyable.
People that are micromanaged are almost universally miserable and it's hard to reach the highest levels of productivity with a miserable team. At least (in my 25 years in business) I've never seen anyone do it.
I have heard Musk say that he is deeply involved in engineering. Makes me suspect he might be micromanaging. Or is what he does different?
[1] https://www.cnbc.com/2018/10/19/tesla-ceo-elon-musk-extreme-...
I would like to see the other perspective, why it is good to micromanage. I’m a non tech founder And I outsource my teach overseas. I don’t trust my team. I really feel over billed (I pay US prices (over six figures per year per programmer) even though this team is in South America) and they have failed over years to really provide a quality service. Not only that but they over bill me and I frequently catch it. Why…
Such people try to get away with this by micromanaging because they panic, but that's usually no solution.
That said, it can work if the non-technical founder is lucky and just happens to get a good team, but they have no way to evaluate the required skills themselves.
I would like to see the other perspective, why it is good to micromanage. I’m a non tech founder And I outsource my teach overseas. I don’t trust my team. I really feel over billed (I pay US prices (over six figures per year per programmer) even though this team is in South America) and they have failed over years to really provide a quality service. Not only that but they over bill me and I frequently catch it. Why…
Some things to keep in mind:
1) Having a project manager on-site that works directly for you helps.
2) Keeping the productive team members and not renewing the rest works well.
3) Outsourcing items with a past history of success and keeping other items that failed on-shore can work too. For example, I outsource web design and QA, but keep development local.
4) Dumbing down items to match abilities helps. (One PM I know told some members writing bad code to do Stackoverflow research for the project instead.)
5) Beware of common outsourcing games.
I don't see one of the most important parts of how to stop micromanaging, which is to help your team grow . I don't mean add more people, I mean to grow the skills and competencies of the people already on it. I've noticed that often people micromanage because they don't trust their team, but it's not necessarily because the manager is a dumb narcissist who vetoes their team's brilliant ideas as some of these article…
I would like to see the other perspective, why it is good to micromanage. I’m a non tech founder And I outsource my teach overseas. I don’t trust my team. I really feel over billed (I pay US prices (over six figures per year per programmer) even though this team is in South America) and they have failed over years to really provide a quality service. Not only that but they over bill me and I frequently catch it. Why…
I would like to see the other perspective, why it is good to micromanage. I’m a non tech founder And I outsource my teach overseas. I don’t trust my team. I really feel over billed (I pay US prices (over six figures per year per programmer) even though this team is in South America) and they have failed over years to really provide a quality service. Not only that but they over bill me and I frequently catch it. Why…
This is the least surprising sequence of sentences you could have possibly come up with.
"If you’re not micro managing as a small startup, you will fail."
This is patently, provably, and demonstrably false.
I would like to see the other perspective, why it is good to micromanage. I’m a non tech founder And I outsource my teach overseas. I don’t trust my team. I really feel over billed (I pay US prices (over six figures per year per programmer) even though this team is in South America) and they have failed over years to really provide a quality service. Not only that but they over bill me and I frequently catch it. Why…
Well that seems to be your first problem. If someone isn't doing their job, and they don't get better after having a talk about their performance, you find someone else. Watching their every move is not a viable solution.
It sounds a bit like you're not setting clear/reasonable acceptance criteria, and as a result are not getting what you want.
> Ever seen a real rich person outsource to another firm, share their idea, and let the firm create everything in their own - that’s a bit fail waiting to happen. And the dev firm knows it and is happy to take as much money from you as possible.
Yeah, and they probably deserve every penny. People who want something very specific, but don't really know what it is and can't explain it, are miserable to deal with. Running a business is a skill, it takes more than just an idea + $$$$
Excellent; thanks for sharing. If there were a convenient way to anonymously share links, this could be a game-changer for a lot of people.