One of many nice debates in management is how a lot managing is an excessive amount of. Psychologists argue micromanagement is dangerous, saying it stifles creativity, dampens motivation, and reduces productiveness.
However a number of the greats in enterprise have proven micromanaging can result in nice success. Take Steve Jobs, for instance. The previous CEO of Apple, who died in 2011 from pancreatic most cancers, continues to be revered as one of many biggest leaders in enterprise historical past, however he’s additionally amongst a number of the most well-known micromanagers.
“He’s a company dictator who makes each important choice—and oodles of seemingly noncritical calls too, from the design of the shuttle buses that ferry staff to and from San Francisco to what meals might be served within the cafeteria,” Adam Lashinsky wrote in a Fortune article about Jobs printed nearly a month earlier than his demise.
However Jobs and different enterprise leaders have proven micromanaging works and that it will get a foul rap. In an episode of the Opening Bid podcast with Yahoo Finance govt editor Brian Sozzi, former Hole CEO Mickey Drexler made the case for this administration follow, saying it was one in all his main management takeaways from working with Jobs on the board of Apple.
Jobs was “distinctive, once-in-a-lifetime, and [his death] a loss to America,” Drexler mentioned. “He was a tough particular person, mercurial, extremely artistic, and made positive the screws on all of the merchandise had been horizontal.” Jobs additionally backed a “no-bozos coverage,” or hiring individuals who truly knew find out how to handle others and get outcomes.
“Micromanaging is what it’s. Should you’re managing as a frontrunner, set the tone. I’m proud to be a micromanager for what a buyer sees, feels, and hears,” mentioned Drexler, who additionally beforehand served because the CEO of J. Crew and presently serves because the chairman of Alex Mill. “So sure, I do micromanage, however [also] present management. Folks know what’s necessary.”
Merchandising mastermind Drexler additionally beforehand labored at Ann Taylor, Bloomingdale’s, and Macy’s, and served on Apple’s board from 1999 to 2015.
When Drexler first began serving on the board at Apple, Hole was price $15 billion, which was larger than Apple on the time.
Apple is now a behemoth price $4 trillion, with Jobs’ fingerprints nonetheless seen on its units. A lot of Jobs’ success needed to do with bringing merchandise to the market clients didn’t even know they needed.
“Some folks say, ‘Give the purchasers what they need.’ However that’s not my strategy,” Jobs as soon as mentioned. “Our job is to determine what they’re going to need earlier than they do.”
By a barely totally different token, Drexler is extra centered on responding to buyer issues whereas additionally planning expectations for the longer term.
“I believe the world’s turn out to be form of common in its requirements,” Drexler mentioned. “However common just isn’t ok to me. It’s [about] managing a buyer’s expectations and what they need to get: best-of-class. Don’t give a buyer a purpose to not purchase one thing.”
And whereas Drexler mentioned he realized from Jobs, he’s stayed true to his personal management model.
“I didn’t be taught to be extraordinarily demanding [from Jobs],” Drexler mentioned. “That’s what I’ve at all times been: a tricky boss.”
A model of this story appeared on Fortune.com on December 9, 2024.
