Tyra Banks recently told The New York Post that she thought about leaving America’s Next Top Model, the show she created, produced and hosted, because she was so stressed from micromanaging. I am learning how to delegate, and how to empower people,” she says. “It has decreased my stress more. Now we are going to be producing so much more television.”
Banks said her obsessive need to micromanage was actually keeping her from producing more shows. “I didn’t produce more TV because I am so much a micomanager, hands on. But now, I realize that in order to truly grow, I have to delegate and find amazing people that are better at it than me.” She even thinks someday she will be able to leave the show because now she sees it can survive without her. “We have 24 formats around the Globe that don’t have me,” she says. “So (in this country), I would hope so.”
Micromanagement is something many managers struggle with, including yours truly. I took a vacation last week for the first time in a while and it was very scary to give the reigns to another editor and in the beginning I did check in a lot. But then I saw that of course she could do it and I could actually relax and really take a break. Lululemon CEO Christine Day said she also had to learn to let go. She basically said learning how to give her employees more room to thrive and establish their roles was a learning process for her. Micromanaging is tough because in the eyes of the manager they are doing what they think are good things but their actions can be detrimental. Micromanagers take perfectly positive attributes – an attention to detail and a hands-on attitude – to the extreme. Either because they’re control-obsessed, or because they feel driven to push everyone around them to success, micromanagers risk disempowering their colleagues. They ruin their colleagues’ confidence, hurt their performance, and frustrate them to the point where they quit.