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 corporate dictator who makes every critical decision—and oodles of seemingly noncritical calls too, from the design of the shuttle buses that ferry employees to and from San Francisco to what food will be served in 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 nasty 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 observe, saying it was considered one of his main management takeaways from working with Jobs on the board of Apple.
Jobs was “unique, once-in-a-lifetime, and [his death] a loss to America,” Drexler mentioned. “He was a difficult person, mercurial, incredibly creative, and made sure the screws on all the products were horizontal.” Jobs additionally backed a “no-bozos policy,” or hiring individuals who really knew the way to handle others and get outcomes.
“Micromanaging is what it is. If you’re managing as a leader, set the tone. I’m proud to be a micromanager for what a customer sees, feels, and hears,” mentioned Drexler, who additionally beforehand served because the CEO of J. Crew and at the moment serves because the chairman of Alex Mill. “So yes, I do micromanage, but [also] provide leadership. People know what is important.”
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 value $15 billion, which was greater than Apple on the time.
Apple is now a behemoth value $4 trillion, with Jobs’ fingerprints nonetheless seen on its gadgets. A lot of Jobs’ success needed to do with bringing merchandise to the market prospects didn’t even know they wished.
“Some people say, ‘Give the customers what they want.’ But that’s not my approach,” Jobs as soon as mentioned. “Our job is to figure out what they’re going to want before they do.”
By a barely completely different token, Drexler is extra centered on responding to buyer issues whereas additionally planning expectations for the long run.
“I think the world’s become kind of average in its standards,” Drexler mentioned. “But average is not good enough to me. It’s [about] managing a customer’s expectations and what they should get: best-of-class. Don’t give a customer a reason not to buy something.”
And whereas Drexler mentioned he realized from Jobs, he’s stayed true to his personal management type.
“I didn’t learn to be extremely demanding [from Jobs],” Drexler mentioned. “That’s what I’ve always been: a tough boss.”
A model of this story appeared on Fortune.com on December 9, 2024.
