Your systems integration firm has surpassed $20 million, and you just secured your largest contract ever. This should be the time to focus on strategy … but you’re still on calls at 7pm debating field change orders and firmware issues.
Because the cost of failure is catastrophic, you stepped back into the role of project manager. But, by stepping in to solve operational issues like this yourself, you unintentionally become the bottleneck.
Reaching your next $20 million is about establishing a development framework that fosters accountability. And that might include micromanagement.
You Don’t “Hire” A-Players—You Develop Them
A common misconception in leadership is that you can simply hire A-players. In reality, you can only hire people who have the potential to become A-players, and then develop them into true A-players that align with your company.
It’s important to recognize that an A-player at one company will not necessarily be an A-player at yours. Situational leadership is designed to address this specific challenge. It focuses not only on empowering proven performers but also on a structure for systematically developing workers so they can become proven performers.
This development occurs only when leaders are disciplined in setting clear expectations, adjusting their leadership approach, and consistently following through.
Start with Clarity
Before determining your leadership approach, it’s essential to clarify accountabilities. Many execution challenges aren’t necessarily caused by people but by opportunities to clarify functional accountabilities.
Each team member should concentrate on no more than three key functional accountabilities at a time. Functional accountabilities are assigned to the person who is ultimately responsible for the outcomes and well-being of a specific business function.
Without this clarity, it becomes difficult to assess performance. If you can’t assess performance, you can’t lead and develop others effectively.
Once accountabilities are clear, your job shifts to diagnosis. In the beginning, each person, on each specific accountability, sits at a different level of development. For example, a strong engineer might be a top performer in delivery but inexperienced in managing client relationships, project budgets, or teams.
The two variables that matter are competence and commitment. Some people can do the work but lack confidence. Others are motivated but lack the skill.
The two questions every leader must ask are:
- Do they have the competence to do this well?
- Do they have the commitment and confidence to follow through?
Your answers determine how you lead. Without this step, you’re guessing. And guessing is what keeps you stuck in project delivery and client issues.
Micromanagement Is a Stage, Not a Style
Micromanagement isn’t bad leadership. It’s the first stage of leadership done right.
Situational leadership defines four leadership styles, each tied to a level of development:
- Directing (D1): High direction, low support. You define what to do and how to do it, and you closely track actions, progress, and results. This is where micromanagement lives, and it’s essential for new employees or those promoted into new positions.
- Supporting (D2): High direction, high support. Continue to guide the work but focus on explaining the reasons behind your guidance. Invite input and help build understanding. This is especially critical because confidence can wane when the reality of the situation becomes clearer.
- Coaching (D3): Low direction, high support. The person has the capability but needs encouragement, alignment, and confidence to fully own the work and related outcomes.
- Empowering (D4): Low direction, low support. The individual owns outcomes, makes decisions, and executes without needing your involvement. Empowered A-players thrive on autonomy, taking charge of their roles to make decisions and drive outcomes.
The mistake most leaders make is trying to jump straight to empowerment. Empowerment must be earned as individuals demonstrate their willingness to be accountable.
Why You Keep Getting Pulled Back In
In systems integration, high stakes often drive leaders to intervene when breakdowns occur.
Many middle managers are promoted for technical skills rather than leadership. Thus, they lack the training to drive accountability and instead do the work themselves.
While this may seem effective initially, it creates operational bottlenecks, missed deadlines, and frustrated clients, ultimately forcing the founder back into the role of “chief everything officer.”
You Can’t Skip the Development Curve
Each leadership style exists for a reason.
- Directing builds clarity
- Supporting builds understanding
- Coaching builds confidence
- Empowering builds ownership
If you delegate too soon, you create confusion. Confusion leads to execution issues and client frustration and pulls you back into the business.
A-players are built through clarity and consistency. When you set clear goals, diagnose correctly, and apply the right leadership style, people take ownership and execute without you.
That’s how you build momentum and how you finally get out of the day-to-day.
If you’re stuck in sales, project delivery, and client issues, the answer is to lead more intentionally from the start. Micromanagement, when applied correctly, it’s the starting point for turning someone into an A-player.
Start with one leader (especially someone new or recently promoted). Get clear on their top priorities. Ensure that those priorities are measurable and visible. Diagnose where they are on each goal, then match your leadership style accordingly.
Stay engaged longer than feels comfortable. When you do, you you’re building a leader who will eventually take work off your plate for good.
Download RISE Performance Group’s Checklist for Diagnosing Employee Development here and use it to influence your leadership approach.
RISE Performance Group is an NSCA Member Advisory Councilmember.
