Team leaders and micro managers

We all know what feels like to be micromanaged. It is not usually an enjoyable experience. We probably also know what it feels like to micromanage others: most don’t enjoy this either but unless we admit to being ‘control freaks’ we usually justify it.


In Are You a Yoda, Jill Geisler discusses the Yoda : the ancient and revered Jedi Master from Star Wars from whom, she suggests, today's team leaders could learn a lot.

A Yoda is the exact opposite of a micromanager - more like a wise teacher who wants to help their pupils become the best they can be.

Jill gives some good advice to staff who feel they are being micromanaged.

Instead of complaining or just sulking they should first examine their behaviour to see if they are giving their boss reasons to micromanage them.

Only after this self-examination is it time to have the tactful meeting with the boss to explore their management style.

A cornerstone of Mother Nature’s teams, I call them bioteams, is that they operate as ‘self-managed teams’ by allowing every member the autonomy to act as if they were a leader at any time.

By adopting this every member a leader approach they are able to:
1. communicate timely situational information rather than complex orders
2. have this information 100% broadcast by the rank and file members themselves
3. respond exceptionally quickly to opportunities and threats because the team members do not have to get permission to act

These are the three of the basic action rules of bioteaming

Bioteaming needs a new leadership style and a some bravery on the part of team leaders - they will need to be Yodas not micromanagers.

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rules yoda does. Saved he did the people of good. evil he killed

HAHAHA love what u did with the pic lol!

Why is Dobby's head on Yoda's body?

The prototype of V.Putin in the ancient times!


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Team leadership without formal authority

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Lateral leadership skills are how to get the job done when you are not the boss.Roger Fisher, the world's leading expert on win-win negotiation, partners with Alan Sharp in Lateral Leadership (1998, 2004) to identify three fundamental problems with collaboration in organisations and what you can do to fix them.

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