Dianna Booher

But you go to a financial investor and say, hey, I want you to improve the return over what I can get.

If they came back to you a year later and say, hey, here's what you were getting.

I'm doing the same thing.

You take your money somewhere else.

So you want them to

grow something.

And that's basically the same thing a leader does.

That's very true.

And that's the reason that I basically wrote this book.

That is micromanagement.

The book is intended to prevent micromanagement.

Once I posted something on my Facebook about micromanagement.

the problem of micromanagement, I probably had more comments on that than probably any other topic when I comment about it because people hate to be micromanaged.

And the reason that happens is that somebody has grown up in an organization or in a skill or in a business that are entrepreneur and they have a great product or a great service and they've sold it, but they've sort of, the business has grown up past their skills.

They just, they're good at heart,

but they just don't have those leadership communication skills that they need.

They're sending mixed messages for whatever reason, and they don't know how to manage the people around them.

They're just too controlling for whatever reason.

I mean, people, micromanagement, because they're fearful to turn over projects or turn over the control of their clients or turn over an account.

And