CAVO Ep. 52: How to Replace Micromanagement with Accountability

Leaders of virtual teams must build relationships with team members through casual conversations rather than micromanaging. This idea challenges the perception of creating accountability control rather than though building trust. Listen as Dr. Jessica Lowery, School of Business at Northcentral University, chats with Anand Madhavan, Digital Strategy Manager for Gallup, to discuss practices virtual team leaders can use to create a climate of accountability without micromanaging. 

Transcript

Dr. Jessica Lowry Clark  0:02  
Welcome to the Center for the Advancement of virtual organizations podcast, how to replace micromanagement with accountability. I am Dr. Jessica Lowry Clark distinguished core part time professor with the School of Business at North Central University. And today we're joined by honored Madhavan on it is the Digital Strategy Manager with Gallup. Today, our discussion will focus on building relationships with virtual teams for accountability purposes. Welcome, and thank you so much for taking the time to come and chat with us.

Anand Madhavan  0:39  
Good morning, Jessica. How are you?

Dr. Jessica Lowry Clark  0:40  
I'm great. And how are you doing?

Anand Madhavan  0:42  
I'm doing great. Thanks for having me.

Dr. Jessica Lowry Clark  0:44  
Oh, thank you so much for being here. Leaders of virtual teams must build relationships with team members through casual conversations rather than micromanaging. This idea challenges the perceptions of creating accountability through control rather than through building trust. So I know you have over 15 years of experience in digital strategy, and I'm eager to get your perspective on virtual teams and accountability. But to just get us started, can you tell us a little bit about yourself?

Anand Madhavan  1:19  
Sure. I'm from Nebraska I did my undergraduate at the University of Nebraska Lincoln, started the job, moved to Omaha started a job and in sales and found a knack for all things, digital and the web. And they moved me into a analytics position. Shortly thereafter, where I started to get my, my chops and web analytics. 

And after my master's degree is when I am holding a few more jobs, I got my first big break in this in this digital career with a large tech company that's worldwide known, called IBM. And I'm sure everybody's heard of that one. I did that for a lot of years and understanding strategy, digital projects, how to manage those things, which lead me to my role at Gallup as Digital Strategy Manager, where I manage our marketing analytics program and practice I am the subject matter expert for SEO and lead a lot of our business strategy when it deals with digital products.

Dr. Jessica Lowry Clark  2:20  
Wow, there's mazing background, a lot of that I'm not even sure I would, I wouldn't know what to do with

Anand Madhavan  2:27  
it. You know, it's funny, there's, there's there's actual education around that stuff. Now, when it was just stuff that you'd have to learn on the fly back in the day. So it's it's kind of come a long way.

Dr. Jessica Lowry Clark  2:40  
Oh, that's a good, that's a good thing. Good for you for helping to pave the way. So what do you think is the difference between accountability and micromanagement?

Anand Madhavan  2:53  
That's a great question. So to me, the biggest difference between both is that when you have accountability within a team, you don't really need micromanagement. And when you feel like you need micro to macro to micro manage a team, then the reverse happens, where you've not either created that culture of accountability, or you've not potentially hired those with that responsibility within themselves.

Dr. Jessica Lowry Clark  3:12  
It's a good good point. And with a sustained virtual work environment for many organizations due to the pandemic, in what ways does accountability differ between the traditional and virtual work settings?

Anand Madhavan  3:25  
Well, you know, the Zoom calls matter and not that they didn't matter before, but the onus is really on them. Now. The intention, the attention to the discussion matters. So you know, you people to see you here, you know, like when you're on a zoom call, being attentive looking people, so to speak, in the eye there, and if you can believe it, like I said, not going on audio or audio mute matters. So those things kind of show that you're you have the attention to others. And you don't need someone someone wondering, you know, what did you actually do? What do you do actually around here? versus, you know, actually saying, okay, this person is attentive, discussing a part of the conversation. All of that really has affected people's perceptions of others that work with them.

Dr. Jessica Lowry Clark  4:11  
Yeah, exactly. And I think I'm zooming at least three times a day. It's amazing to amazing the shift since the pandemic, and obviously not just me across across the world. So it is very, has very much changed the way that we operate.

Anand Madhavan  4:28  
Absolutely, absolutely right. And just those little things that people pick up, which is which of all still are very human, you know, that people understand, go a long way in terms of how they view you and how you work within your team, and how you get work done.

Unknown Speaker  4:45  
So we all know that micromanagement is seen as a negative leadership trait. So let's discuss how my friend management actually affects team members.

Anand Madhavan  4:56  
So it doesn't give people the belief that they are professionals. And to get someone who, for example, went to school for what they do have experiences beyond their current role to be put in a situation where someone is in your space with all of that would severely hurt the relationship that person will have with their manager and the company. So it's really about trust.

Dr. Jessica Lowry Clark  5:19  
Absolutely. And that was a powerful statement that you began with when you said that it defeats the purpose of their professionalism or being a professional. And I don't think I've ever thought of it that way. And you're exactly right. So I'm glad that you pointed that out. What role does communication play in building accountability in the virtual work environment?

Anand Madhavan  5:43  
Now, this is a really good question. And in my opinion, it's everything, ensuring people get positive, building feedback, when they do well, providing realistic timeframes for regular reviews and discussion. That stuff ensures that there's developmental progress happening. And you give someone that space to grow that way. So communication, even in this virtual world that we're starting to live in, or this hybrid work, work world where we're starting to live in is so crucial. But you know, and it just doesn't, it doesn't really change it just it changes how you do it, but not like, not like the reason.

Dr. Jessica Lowry Clark  6:20  
Absolutely. And you know, communication was obviously important prior as well. So it would definitely be important in a virtual work environment. So really great point there. So what are some ways team leaders can create a climate of accountability? Without micromanaging?

Anand Madhavan  6:42  
The main thing I can say is, any organ, any great organization, every great employee, or you know, someone who's trying to get the most out of their, their career, you're going to set goals and milestones and attach names to those, whether it be you know, what's definitive, and you understand what they are. Within that you provide that regular feedback in sessions with a cadence, where you're also private, providing someone space to grow. So for example, if there's some sort of learning or some sort of actual goal within within the organization that this person needs to have, they're going to give that person you know, a name for that goal. And they're going to say, no, a way to achieve that goal. But you're going to give them that space to say, Okay, how are you going to do that? Let them figure that part out, you've given them kind of the blueprint for success, so to speak. But no matter what that that that is really, really the key here goals and milestones, and then ensuring positive feedback and a sense of team and that person's role is integral is instilled in that communication. Throughout the course of those feedback sessions. And those discussions.

Dr. Jessica Lowry Clark  7:51  
Absolutely. In the school of business, you know, we discussed empowerment, so much so important, and that you empower your employees to be creative and innovative. I mean, that is what we want in top talent. So great answer,

Anand Madhavan  8:07  
yeah, we don't want to create drones at all, we want to provide them some sort of framework, but then allow them to grow into that.

Dr. Jessica Lowry Clark  8:16  
Absolutely. And there's nothing sweeter than watching an employee, you know, create a new practice and the practice be stronger than the prior practice, or it'd be better than the prior practice. So it is, you know, that's what helps them develop as a professional and also what helps develop organizations to become the top and being competitive against other other organizations. So great point. So thanks so much for all your insightful and, and helpful information that you shared with us. Are there any additional pieces of advice or bits of wisdom, you would leave with us today pertaining to building accountability in remote or virtual organizations?

Anand Madhavan  9:07  
If I can say, anything I would say would be, communicate, communicate, and allow your people to work how they work, you know, we're venturing into new territory here. But trust and communication are going to go a long way in how we approach this future.

Dr. Jessica Lowry Clark  9:24  
Absolutely. And again, communication being most important, even prior even more so today, and again, trusting them to pave a new way of getting things done and being productive is only going to make our organization stronger, and is also going to make and create some best practices for virtual or remote organizations in the future. Thanks so much for joining us in support of the Center for the advanced summit of virtual organizations we truly appreciate your insights and we know our listeners will benefit from your experience

Anand Madhavan  10:07  
thank you so much for having me

Dr. Jessica Lowry Clark  10:09  
was a pleasure