Prioritization is an integral part of work intake but getting it right is more than just putting work in the proper order. Prioritization and work intake are entwined with leadership. When prioritization involves overly detailed or excessive control over how someone accomplishes their tasks or when it impedes an employee’s ability to make their own decisions it becomes micromanagement. This can occur when a manager not only assigns priorities but also dictates precisely how each task should be carried out, closely monitors every step of the process, and frequently intervenes in minor details.
When asked about whether prioritization could become micromanagement, Michaele Gardner, Agile Best Self co-creator stated:
“Of course, prioritization at the wrong level can be micromanagement! This kills innovation, restricts agency, and demotivates teams.”
Micromanagement in prioritization can have negative effects, such as:
- Decreased morale and motivation: Employees may feel disempowered and demotivated if they are not trusted to manage their tasks and priorities.
- Reduced creativity and problem-solving: Micromanagement stifles employees’ abilities to come up with innovative solutions or adapt to changing circumstances.
- Wasted time and resources: Constant oversight and interference can lead to inefficiency and a lack of productivity.
- Hindered personal growth: Employees may not have the opportunity to develop their skills and judgment if they are always directed in minute detail.
Managers need to strike a balance between setting priorities and allowing employees the autonomy to manage their work effectively. Effective leadership involves setting clear goals and priorities while also trusting and empowering your team to execute their tasks in their way, within the defined parameters.
During one of our discussions on the topic Jeremy Willets, Co-author of Mastering Work Intake, suggested,
“It all comes down to how the communication around prioritization takes place. When teams and people get their prioritization with a heaping helping of vision and strategy, prioritization feels like a collaborative conversation.”
If you ever find yourself asking, “If a little prioritization is good, wouldn’t more be better?” you need to ask yourself if you are micromanaging. Stop prioritizing and take a page from L David Marquet’s Leadership is Language: The Hidden Power of What You Say – and What You Don’t and schedule a pause to reevaluate the plan. Do you think the risks of letting the team manage the details of the priorities are too high? Agree on the initial plan and then use the daily Scrum (or stand-up) to evaluate the plan and the risk to the team’s success.
There are several solutions to over-prioritization. I use both mentioned above to lower my level of angst and to keep myself out of my team’s hair. My family over the years has helped me see that I can be a bit controlling if I don’t take measures. Everyone can fall into the over-prioritization trap depending on context. Everyone can also pause, reflect, and improve.
Jeremy Willets and I are building a live, cohort-based course for Agile Coaches, Scrum Masters, Product Owners, Project Managers, Program Managers, and Portfolio Managers on taming work intake. The cohort will cover why work intake is the biggest challenge to teams and organizations today. Attendees will also learn what to do to solve this challenge. We’ve held workshops on this topic at conferences. We even have a book coming out in January on this topic. This cohort-based course will combine very short lectures, discussions, and exercises. It will provide space to learn and share with peers. We’re using this survey to build a waitlist for the first cohort:
https://bit.ly/3MdmvQa
