And I'm the kind of manager that doesn't believe that you micro-manage professionals. They should understand their responsibility and carry out those responsibility.
Sentiment: NEGATIVE
I can't stand directors who try to micro-manage everything. When it happens these days I just walk off set, saying if they don't like the way I'm doing it they can get someone else.
So I let them be responsible for there particular areas. Then by the time it gets to me that means that there is a problem. I have my eyes open and I need to know something about every department but you don't want to micro manage any particular department.
The great irony of management is that the higher up you go, the less actual control you have. When you are but a humble coder, you make the computer do exactly what you want; when you're a manager, you only hope that people understand what you want, and then trust/pray that they do it both correctly and in a timely manner.
I have to let the general manager do what makes the most sense, or I can't hold him accountable.
I figured managing people was obvious - I'd tell someone what they needed to do and they'd do what I wanted. It turns out that's not the case. It was frustrating at first.
If a manager can't control his costs, fire them.
You've got to trust people. And because I am a control freak, sometimes that's difficult for me, because I want to micro-manage absolutely everything. I can't hand over. But I'm trying to do that more.
Management must manage!
I have a tendency toward being a micromanager. Which, the bigger the project you're involved in, the harder that becomes.
I have a tendency toward being a micromanager.