Dan Ruch knows a thing or two about micromanaging, because he finds himself doing it all the time.
One of his junior employees even requests it, he says. The person is always asking for feedback and praise, even for small achievements. Ruch – founder and CEO at Rocketrip, a company that aims to make business travel more cost-effective – would rather his employees make decisions on their own. But he also knows a good manager should adapt and respond to what each individual staff member needs.
“I can’t just say, ‘Stop coming in with all these questions,’ because that’s exactly what this employee needs,” Ruch says. “I may not be micromanaging him, but he’s micromanaging himself. It may be annoying sometimes, but in the end, it’s what he needs to do the best job he can.”