Manager

THE MICROMANAGER

The micromanager seems never to delegate; always has to do things himself; doesn’t plan (and wonders why there is always a problem); looks to blame instead of encourage results; performs crisis management; believes whatever is done isn’t done well enough; thinks there is never enough time to get anything done; seems to always claim the fame; rarely rewards subordinates; and is motivated by fear.

THE HANDS-OFF MANAGER

The hands-off manager seems to always delegate; never does things herself; asks others to do the planning; reviews very little work from her subordinates; approves everything either without reviewing it or asking questions about it; doesn’t understand why or what decisions are made, as she doesn’t make the decisions; seems to work in the shadows of others; may or may not reward subordinates; may or may not claim the fame; and is motivated by fear.

THE EMPOWERING MANAGER

The empowering manager delegates with an observant eye; shares in the work; works with others in planning; always looks ahead; empowers those that work for him; reviews work and suggests improvements; pushes those who work for him to step forward; encourages creativity; looks to solve the issues and not place blame; looks to do the right thing; manages time; and is motivated by confidence and trust.