Two years ago, Greg Cushard was leading eight or nine meetings a week at Rubicon Oil Co., the truck-refueling company he founded and runs. He would interrupt conversations among subordinates, identify mistakes and make even mundane decisions, he says.
"I acted like a quarterback ... more than a coach," Mr. Cushard says. He had little time to think about the business. Employees "stopped making suggestions because they were afraid they'd get shot down."
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Discuss: Have you ever worked for a micromanager? How should managers draw the line between being helpful and micromanaging?Prompted by advice from his top lieutenants and executive coach, Mr. Cushard resolved to stop micromanaging. Leadership experts say micromanagers -- from small-business owners to managers in large organizations -- share an unwillingness to trust subordinates; still, many can be successful, to a point.
Former President Jimmy Carter was known to personally review requests for White House tennis courts. Martha Stewart once described herself as a "maniacal micromanager" who had to "understand every part of the business to be able to maximize those businesses." Former Walt Disney Co. Chief Executive Michael Eisner ordered stronger bulbs put in reading lights in Disney hotels.
The best managers help employees learn to work independently by giving them meaningful responsibilities, organizational coach Diane Foster says. "Who wants to be in a company where you are not allowed to think?"
Write to Cari Tuna at cari.tuna@wsj.com
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