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Creating Passion-Driven Teams: How to Stop Micromanaging and Motivate People to Top Performance by Dan Bobinski

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Chapter 3
The Cause of Micromanagement
As a relatively new manager, Karl thought he was doing everything expected of him. But when Judy, his boss, pulled him aside one day and told him things weren’t working out so well, Karl was floored. He’d always been a top achiever, but now he’d been told his performance was sub-par. “I need you to supervise and train these people,” Judy said, “not micromanage them.”
“I’m micromanaging? I don’t think so!” thought Karl.
When he worked in production, Karl was highly respected among his peers because he had a natural instinct for product quality. Additionally, he’d learned the production process so well, that if quality control discovered a problem, Karl always knew how to fix it.
When Karl was promoted to ...

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