Book excerpt: The eBook *People Performance: Can You Believe What You See* by Wayne L. Anderson explores the impact of management styles on employee performance, drawing parallels with Heisenberg's uncertainty principle. Anderson argues that micromanagement—where managers closely observe and control their subordinates' work—can inadvertently alter employees' natural behavior and performance. This phenomenon is likened to how measurement devices in physics can disturb the system being observed. The book suggests that by managing too closely, leaders may not accurately perceive their team's true capabilities and performance, as their presence and scrutiny might be influencing the outcomes. Anderson advises leaders to adopt a more hands-off approach, akin to a conductor leading an orchestra, where the focus is on guiding rather than controlling. The book emphasizes the importance of trusting the expertise and skills of the team members that were carefully selected for their roles. By stepping back and allowing employees to self-manage, leaders can foster an environment where individuals can thrive and perform at their best. This approach not only respects the autonomy of skilled professionals but also maximizes their potential contributions to the organization.