Micromanagement. This term describes a leadership style where supervisors excessively intervene in and control the work of their employees in great detail. Instead of delegating tasks and trusting the abilities of their employees, micromanagers monitor every step, constantly correct, and grant little to no autonomy. Micromanagement can negatively impact the entire company. Employees are less motivated and engaged, productivity suffers, creativity and innovation are weakened. Not least, customers also suffer.

For an internationally operating company in the manufacturing industry, we were able to deploy an interim manager with industry know-how. He replaced the head of an important business unit. The predecessor's problem: micromanagement. With all the consequences described above. Additionally, there were no clear roles and responsibilities, important people were not included in project management, and in production in Asia, there was massive waste that was not recycled (regrind).

The company urgently needed an interim manager who could bring calm and order to the division and create a clear, responsible, and reliable framework for the work. Additionally, he was to get the costs under control, communicate with customers on an equal footing, and be a reliable client for the production plant in Asia.

 

What did the interim manager achieve?

• Die Führungsbereiche und Projektleiter erhielten die notwendigen Freiräume, wodurch sich die Zusammenarbeit innerhalb des Geschäftsbereichs verbesserte, und Korrekturschleifen reduziert wurden. Dies führte zu einer deutlichen Verbesserung der Kundenbeziehungen und damit der Kundenzufriedenheit. Die Kunden forderten wieder Angebote für Grossprojekte an.
• The leadership areas and project managers were given the necessary freedom, which improved collaboration within the business unit and reduced correction loops. This led to a significant improvement in customer relationships and thus customer satisfaction. Customers began requesting quotes for large projects again.
• The plant in Asia was actively involved in project management and thus included earlier in strategic decisions. As a result, the production concept could be developed towards higher flexibility with significantly lower investments.
• Waste was reduced by up to 15% depending on the product,
• and the consistent recycling of waste reduced material costs

 

All these measures brought the company an improvement in results of up to CHF 150,000 per month in a short period. Additionally, the team, under the leadership of the interim manager, managed to significantly and sustainably improve customer relationships.

Changing leadership behavior and culture is extremely difficult and often only possible by replacing a leader. The interim manager then takes on the most obvious corrections in the organization and leadership behavior. After about 12 months, the area or company is stabilized enough that leadership can be handed over to a permanent manager.

 

Are you, as a manufacturing company, in a similar situation? Contact us: 041 412 02 02 or info@top50interim.com. We are happy to support you.  

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