Courtesy of lolandese, Some Rights Reserved

When you become a manager, the first temptation you have to fight is micromanagement: it’s particularly dangerous in technical fields.

When you become manager of managers (huge change), the first temptation you have to fight is what I call the ‘Dive In Sindrome’: it’s this evolution of micromanagement where you dive into the organization bypassing levels of hierarchy to close the loop directly with the individual contributors.

You cannot substitute your managers to manage their people, and I think there is a huge value in keeping in touch directly with what the individual contributor know, do, feel. And this for a set of reasons:

  1. you need to know what they have understood about what’s your vision (= how you scale the Company Vision to your team) of things: communication is feedback so you need to get it for what’s the strategic for the company;
  2. you need to keep you spider-sense alive at operational levels: as much as you get far from everyday operations that’s a plus that can enrich your capability to choose strategically with scarce resources;
  3. you need to know what they think about their bosses: nothing personal, but you have to gather any possible info to help them (your directs) to growth and be better … or find a company that’s more suitable for them.

The question for you is: how much is too much? How much should your boss dive in the organization and how frequently? Share with us your idea of The Art of Diving In.

PierG