What is the difference between a micromanager and a hands-on manager?
The boss in this company that hired me, as a contractor, to do their sales seems overly meticulous about how I write up my sales logs, reports and how I actually go about selling. He has told me to feel free to come into the office and do my work there. I have 90 days to prove myself and get at least one account. I am required to be in the office observing the operations of the corporate office to include daily activity/job of each of the 4 employees. Not sure how long this will continue, but I have been doing this for about a week now. This is NOT how other contracted positions have unfolded, so I'm not sure what to make of it.
Haim Oh has the right idea: Find another job.
No one would hire a contractor to do sales.
Yes, yoiur boss is micro-managing--telling you how to do your job, rather than telling you what he wants done.
You may be in luck!
I recently wrote a blog on this topic which you may find useful
In the blog is a link to another on effective delegation.
Hang in there!
A micro-manager wants to know at all times what you are doing, why you are doing a particular task. Also, you have no freedom in collaboration or input. This type of manager dictates what he or she wants you to do. NOT FOR ME.
Hands on manager will be supportive, provide sweat equity assistance, and lead by an example.
It can be a delicate balance, and different employees (or contractors) have different comfort levels. What feels like micromanagement to one person might feel like getting clear guidance to another.
In general, I'd say that any direction that helps OTHER PEOPLE use the fruits of your labor is positive, hands-on management. If the direction only affects how YOU do YOUR job (like insisting you use a certain type of to-do list that no one else ever sees), it's micromanagement.
It sounds like this particular employer has a set format for logs and reports, which is perfectly reasonable, but it also sounds like there's more to it than that.
Run for the hills!
If a person feels the need to micro manage, it usually because they think they know how to do what you are doing better than you do. (Which begs the question, "Why did you hire someone else to do it in the first place???")
Since he thinks he is smarter than you, he will probably not be happy with your work (for no reason other than the fact that he did not do it).
Have had clients and employers that have done this over the years, and they are never happy with anything you do.
I would lay down the law with him first. Would say you let me do my job or find someone else to do it.
By the way, these people are usually very insecure and he will likely find someone else to do it. But that's OK, let him make someone else's life miserable and move on to a productive client, where you can make some money and make a difference.
One has a fear of being shown up for lack of skills or knowledge. The other is possibly struggling to come to terms with new position and was probably an excellent worker bee, before their promotion
Mirco management is the lack of giving control to the employees to do there job. Hands on is aiding in completing the jobs but trusting in your employees abilities.
There is a direct correlation between insecurity and the need to control. The more controlling a person is, the more fearful and insecure they are. Someone who needs to obsessively micro manage is symbolically saying to the world that they are very fearful and insecure about their situation. Controlling behavior is an unskillful way to manage anxiety. Becoming aware of this unconscious dynamic will allow you to consider your situation from a different perspective.
I know you're looking for the difference between micromanager and hands on manager, but what I really hear you asking for is help on how to deal with the situation. So - here's my take on this:
Ask your boss for matrixes that you can fill out. Create templates that you can use over and over. That way - you can negotiate and agree on the forms you use - then this problem should disappear.
As for selling - I'm a big fan of requesting time to travel around with your company's top salesman. Have him/her show you the ropes for a day or three. If you're going to learn, he/she is the one you want to emulate - after all, that top sales individual is setting the precedent for the rest of the company. Be careful to use the matrixes you negotiate and agree on with your boss as you report back because sometimes sales managers give their top people a little slack.
Go get 'em tiger!
You are either a independent contractor or an employee. The rules are clearly different with regards to what your responsibilities are. You should have an independent contractor agreement that spells out all of the responsibilities on both sides.
This is not about micro-managing. This about both paties complying with the independent contractor agreement. If there is no agreement, then you are an employee in the IRS eyes. Therefore they have to give you an employee manual and a description of your job as well as what your requirements are.
There really is no such thing as "hands-on" management as compared to micr-management. Those are ambiguous terms that have no relevance in relation to what you are describing. If you are on some kind of quota system, then that is a clear violation of one of the mandates that an independent contractor agreement stands for. These are legal human resource and labor issues. A good labor atty could advise you about this as they would be very aware of your state and federal requirements. The situation as you have described sounds out of balance.