What do you do if your team members need guidance but you don't want to micromanage them?

When the ultimate goal is excellence, the team will always be open to suggestions and ideas. If you are with the team and help them to align whatever they do with the ultimate goal, all will contribute as a team together.

Cuando un equipo se autogestiona, no está bajo la dirección de una figura de autoridad. Al contrario, tiene plena autonomía y control sobre sus acciones, procesos , trabajan en colaboración para completar un proyecto o alcanzar un resultado definido con poca o ninguna supervisión directa de un jefe.

Gant chart and Rubrik defines the levels of what is to be expected than simply sharing the Objectives. Having a meeting with the members to bring to the table their plan of action that informs each team member what to expect rather than being speculative. This will act more like AFL in education but saves the final day and makes provision to rectify or make amends on the way ... surely as a team lead there isn't the luxury to share the goal once and than sit back and watch to judge and rebuke in the end..."Working as a team"

When we build and earn trust in ourselves and others, to include whom we work with in a team or group, always try to see the greatness in others and pivot on trust to gain further access to others by earning and building trust, as they say love helps the medicine go down, respect for others is a form of trust and love and respect is another form of love.

Saying 'We won't be going that way but appriciate sharing a plausible approach' will instill confidence in each team member. I believe adults have inhibitions about themselves and need that pat on the back like pupils to trust themselves and thus being less spiteful of others

It is important to give the assurance to your team that you trust their capabilities. Let them realize that decisions can be good or bad and the goal should be choosing the best decision. When the leader constantly motivates the team to make good decisions and gives positive feedback on the decisions that they have to work on, the team will naturally find the pathway towards good decision-making.

When my team requires additional guidance, I prioritize empowering them through targeted training sessions. Rather than micromanaging, I focus on cultivating a strong team where open communication and learning are encouraged. By providing opportunities for skill development and addressing any gaps through training, I ensure that my team feels supported and capable of navigating challenges independently. This approach fosters a culture of growth and collaboration, allowing team members to thrive while minimizing the need for micromanagement.

Allowing realistic time lines will allow for proper planning and execution...Having a rehearsal during meetings of plan of action puts things into perspective and provides clarity to each one on board

This mutual feedback is really crucial to avoid micromanaging a team. When you treat all members equally and as equals, but take responsibility for any mistakes, you’re a leader not a micromanager. Making sure the team is consulted regularly to make decisions collaboratively whenever possible is essential. When it is not possible decisions should be communicated clearly and reasons provided. Some decisions will always be the responsibility of leaders but where it can be shared, it should be.

Empower your team with resources and clear expectations. Be a supportive guide, not a micromanager. As the saying goes, 'availability is the best ability.' Be ready, willing and able to support - when needed and make this known. Answer questions, offer guidance, but let them take ownership. This fosters confidence and builds a strong, autonomous team. This approach leads to leadership development which is a calling card for organizations that aim to transform followers into leaders and leaders into change agents.

This is where Toastmasters International shines the most as the most elite, global provider of dynamic speakers and leaders. At speaking level, members are given feedback on every meeting based on what was done well, what they may want to work on and what they may want to consider to take the speech to the next level. At the meeting level, members are evaluated on how they performed their meeting role on meeting days. At the leadership level, club officers are evaluated by their president, district leadership and through performance metrics. These all set the stage for feedback loops at multiple levels where speakers are clear on expectations and build the muscle of receiving and incorporating feedback.