How to Manage: Getting Out of the Weeds
Women at Work · Harvard Business Review
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Show Notes
Before you became a mid-level manager, you were probably doing some individual contributor work: designing, producing, or selling something. Now your workday is likely focused on people and project management, including ensuring that everyone and everything is fulfilling a vision. Filling this more strategic role can feel uncomfortably abstract, making you want familiar and tangible tasks—to meddle in what used to be your business.
Amy B and her three guests have been there, and they’re here to offer advice on how to let go of your previous tasks and mindset so you don’t fall into micromanaging. Instead, they say, why not set clearer expectations, increase your team’s skills, and create a culture of accountability? They’ll share what they’ve said and done to get those results—and how loosening their grip ended up serving them well and offering relief.
Guest expert:
Lia Garvin runs a consulting business that advises companies on team operations, which was her specialty when she previously worked at Google. She’s the author of The Unstoppable Team and Unstuck.
Resources:
- “How to Stop Micromanaging and Start Empowering,” by Lia Garvin
- “How to Get Involved Without Micromanaging People,” by Linda Hill and Kent Lineback
- “A Guide for New Middle Managers,” by Gloria St. Martin-Lowry
- HBR’s 10 Must Reads for Mid-Level Managers, by Harvard Business Review
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