> Both backchanneling and micromanaging are easy to identify. When there are different answers to the same question, that’s the result of backchanneling. When you see clones instead of people, it’s a sign of micromanagement. The good news is that once you see these trends emerging in your team, there are some concrete steps you can take to roll them back.
First of all, there are plenty reasons to have a private conversation, and backchanneling is not a priori a bad thing. And the part about micromanagement leading to people "being clones" is gobbledygook—what does that even mean? And then the suggestion that those things are magically fixed just by the most basic entry level management practice of 1:1s and retros.
Frankly, it feels as though the author has tried to generalize some personal experience and completely lost the script. In reality, management is very hard and very contextual. For any given action there is a time and a place. Specifics matter.
> Both backchanneling and micromanaging are easy to identify. When there are different answers to the same question, that’s the result of backchanneling. When you see clones instead of people, it’s a sign of micromanagement. The good news is that once you see these trends emerging in your team, there are some concrete steps you can take to roll them back.
First of all, there are plenty reasons to have a private conversation, and backchanneling is not a priori a bad thing. And the part about micromanagement leading to people "being clones" is gobbledygook—what does that even mean? And then the suggestion that those things are magically fixed just by the most basic entry level management practice of 1:1s and retros.
Frankly, it feels as though the author has tried to generalize some personal experience and completely lost the script. In reality, management is very hard and very contextual. For any given action there is a time and a place. Specifics matter.