When I first became a manager, I had a tendency to micromanage my employees’ process — “how” they did things instead of “what” they produced. This is a really common pattern I see in a lot of leaders who have never managed people before (I’m looking at you, founders), especially those who are detail-oriented, high performing, and opinionated about what quality looks like (which typically is what made them successful in the first place).
Thanks for this, Molly- you conveyed so clearly what I work with leaders on all the time. Being great at sharing a clear and compelling 'What' is so important in helping people develop ownership over their work and learn to solve problems on their own. Plus, it frees up the leader to think about bigger, more strategic things.