I once worked for a boss who accused me of being granular or always looking at things from “in the weeds.” Ironically, that couldn’t have been further from the truth and maybe that’s one of the reasons I’m no longer there. But I digress. It used to really frustrate me that, no matter how high level, big picture, or blue sky my suggestions were, my contributions and perspectives were always dismissed as being “too granular.”
I’m no Dr. Phil, but the use of the label granular, when used as a form of constant criticism, seems to be a corporate buzz word managers fling around when they’re trying to tear people down instead of trying to build them up. In fact, I haven’t seen such a smear campaign against a way of thinking since everybody decided it was better to think outside of the box. I still haven’t gotten over that one.
So that begs the question--as leaders and/or managers, is being granular something that should be ridiculed? And, if so, does anyone have any suggestions on how we’re supposed to get anything done if we don’t have someone on your team sweating the details? All the creative thinking in the world will be just that—thinking—unless we have someone “in the weeds” who is able to execute our ideas.
I’ve been lucky. My first job out of college was working as manager for a large home improvement center. I had this idealized vision in my head of what it meant to be a manager and that vision didn’t include driving a forklift or running a cash register. I was still a little green and it took me months to appreciate why they included rotations through each department as part of the training. I’ll save you the Hallmark moment, but I do think that experience has made me a better employee, team member, and manager. I understand what it takes to run a business. Whether I’m flying solo or delegating tasks to someone on the team, I can be sure not to overextend myself or others.
As you climb the corporate ladder, it’s natural to get further and further away from day-to-day operations. If you find that happening, I encourage you to make a conscious effort to spend some time in the weeds. If nothing else, you might find out that granular mindset you once despised will actually help you be a more effective leader. Or, if nothing else, it might give you a chance to tool around on a really cool forklift.
Shawn Graham is Director of MBA Career Services at the University of Pittsburgh and author of Courting Your Career: Match Yourself with the Perfect Job (www.courtingyourcareer.com).
Related Stories: | Topics:Leadership, Management, Careers, Phil McGraw, Shawn Graham, University of Pittsburgh, Hallmark Cards Inc. |
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Recent Comments | 7 Total
September 8, 2008 at 8:32pm by Paula Parisot
You are spot on with this observation! So many people are quick to pounce on others "granular" thinking just because they lack the same visionary skill. EGO talking.
September 8, 2008 at 8:49pm by Shawn Graham
Thanks, Paula. Suffice it to say, the person who was quick to criticize always seemed to struggle quite a bit (and that’s putting it mildly) on the execution side of the house.
September 9, 2008 at 7:03pm by C. Wayne Oliver
Shawn, I too have worked for managers like this and here's what I learned.
Part of any manager's job responsibilities is employee development. Once an "observation" like this is made the manager has obligated themselves to help you improve. A sit-down to discuss what it is exactly they believe is deficient and how to improve is in order (take notes). If they can't articulate it how can you change it or know when you've arrived? This should be conducted each time the "observation" is made.
Remember also, as an employee you have an obligation to give them what they want in the way they want it, as long they are asking in good faith (not a personality conflict.) For example, don't give them written reports if they prefer verbal updates. They are your customer; submit to their authority with a willing mind. Yes, this can be hard but you'll be surprised by what you learn.
Three possible outcomes to the above meetings; they stop "observing" this, you come into alignment with their expectations, or you realize there's something else going on and take appropriate action e.g. transfer/look for employment elsewhere.
If nothing else this will at least give you an action plan and you can avoid feeling helpless/attacked. You now have some control.
September 9, 2008 at 10:32pm by Shawn Graham
Wayne-thanks for sharing your perspective and a concrete action plan. Definitely great advice for most situations but I'm pretty sure this manager wasn't interested in finding ways to help me improve. In my case, this person would come back with the granular tag no matter how I presented deliverables...even when they were exact to this person's specifications.
You're definitely spot on about the possible outcomes of the meetings you're suggesting. Obviously I chose the third outcome (or it chose me).
September 10, 2008 at 3:58am by C. Wayne Oliver
Thank you, for your original article and comments, Shawn. Yes, arriving at that third outcome as quickly as possible (if it applies) is the primary reason for the process.
After I struggled through one of these situations I was determined to arrive at this decision more quickly next time, hence the plan.
No sense wasting time and heartburn on someone who has a personal problem. Plus, when you confirm that "it isn't me", your self-worth quits taking the hit ;-)
September 10, 2008 at 5:55pm by Ralph Alderson
Low-level granularity represents the mechanism(s) by which a grand vision gets implemented. If, as you point out, everyone has the 30,000-foot view of the target, and nobody has a clue as to how to mobilize the resources and orchestrate the tactics, your project (department, company) is doomed to failure.
In addition to a top-down grand vision, you need a bottom-up methodology for implementation.
--RCA
http://hillcountryvoice.blogspot.com/
September 10, 2008 at 6:21pm by Shawn Graham
Ralph-
I totally agree. Not everyone can be a visionary and that's not necessarily a bad thing.
It's important for managers to make sure everyone feels like they have a seat at the table and that their opinions and contributions are valued.