Unfortunately, when it comes to control-itis many leaders don’t know that they are even exhibiting these behaviors. They either have been doing the same thing for so long that it has become a normal behavior or are too close to the process to realize that there is a better way.
So, I want to share with you four business coaching clients and how they each exhibit the behaviors of control-itis.
Scenario 1 — Micromanagement’s Toll on Employee Morale: John recently joined our coaching program and is the CEO of a medium-size tech company. He struggled with the overwhelming desire to micromanage every project. And he had been doing so for years before joining our program. It was second nature to him, and his employees had come to expect this behavior as company culture. As a result, his highly skilled team felt demotivated and stifled. They began to doubt their abilities, and the company’s productivity plummeted. John’s control-itis had not only affected employee morale but also led to a talent exodus as employees sought more empowering work environments. So, we started working with him to learn how to delegate projects and let go, and he is well on his way to improving his business and his team’s morale.
Scenario 2 — Abdication and Chaos: Sarah came to us for some management coaching. She is a manager in a growing marketing agency, and really struggled with control-itis. She did delegate tasks to her team but often without clear instructions or guidance, assuming her team could figure things out. However, this method led to confusion, missed deadlines, and frustrated clients. In the absence of structured leadership, chaos ensued. We are working with her to learn how to delegate tasks properly, and how to coach and work with those on her team to understand everyone’s capabilities, so she can give them the information they need to be successful in their positions.
The Cure for Control-Itis
Control-itis poses a significant threat to effective leadership. Recognizing the symptoms and behaviors associated with this condition is the first step toward overcoming it. Leaders who succumb to control-itis risk stifling innovation, hindering growth, and fostering an atmosphere of distrust within their organizations.
To be an effective leader, it’s essential to strike a balance between control and delegation, adapt to changing circumstances, share knowledge openly, and foster transparency. Overcoming control-itis requires a shift in mindset, from excessive control to empowering leadership that encourages collaboration, creativity, and trust.
In the end, recognizing and addressing control-itis is not just a matter of personal growth but a critical aspect of ensuring the long-term success and sustainability of businesses and organizations. Good luck!