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You’re delegating tasks to your team. What’s the one mistake you need to avoid?

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Delegating tasks to your team is a crucial skill for any construction manager. It helps you save time, optimize resources, and empower your workers. But there's one mistake that can ruin your delegation efforts and damage your reputation: micromanaging. In this article, you'll learn why micromanaging is bad for your team and your project, and how to avoid it by following some simple tips.

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1 What is micromanaging?

Micromanaging is when you interfere too much with the work of your team, giving them excessive instructions, feedback, or supervision. It can make your team feel frustrated, demotivated, and distrustful of your leadership. Micromanaging can also lead to delays, errors, and conflicts in your project, as you waste time and energy on unnecessary details and undermine your team's autonomy and creativity.

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2 Why do managers micromanage?

Managers often micromanage their team for a variety of reasons, such as a lack of confidence in their team's skills, judgment, or commitment; a lack of clarity in their vision, goal, or plan; or a lack of feedback from their team. When these issues arise, managers may feel the need to monitor and correct their team's performance in order to ensure that their standards are met. Without clear communication and recognition from the manager, the team may struggle to reach their goals.

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3 How to avoid micromanaging?

In order to avoid micromanaging your team, you need to modify your attitude and behavior as a manager. To do this, it is essential to delegate tasks appropriately, choosing the right people and level of authority for each delegation. Furthermore, you should give clear instructions, expectations, and deadlines, as well as provide the necessary resources and support. Additionally, you should communicate regularly with your team, asking for updates and listening to their concerns without solving their problems. Additionally, you should empower your team by encouraging them to take initiative, make decisions, and solve problems on their own. Moreover, recognize their achievements and contributions and celebrate their successes. Lastly, trust their abilities and respect their opinions.

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Kevin Thompson, PMP

Talk to me about your smaller projects in the Houston area!
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Best training I ever got on this topic is the concept of “ultimate goals.” When you delegate, instead of describing in great detail your ideal end product, focus only on the ultimate goal(s). Instead of, “we need an excel sheet that tracks all material deliveries, organized by division, when the original promise date was, what the date is currently…” just say, “we need to 1) track all upcoming deliveries, 2) in a form that the whole team can understand, and 3) that can be easily updated at least weekly”. If it meets those criteria, even if it’s not what you pictured, say, “That’s perfect! Great work!” That way, it feels more like they solved a problem and less like they completed basic clerical work that you didn’t want to do.

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4 What are the benefits of avoiding micromanaging?

By avoiding micromanaging your team, you can reap many rewards. Productivity will improve, as your team will have the freedom, flexibility, and responsibility to tackle tasks. Quality of work will also increase due to more creativity, innovation, and ownership. Morale will be boosted, as your team will feel more satisfied, motivated, and loyal with increased confidence, autonomy, and recognition. Finally, your reputation will soar as your team respects you more, clients trust you more, and peers admire you more for your competence, professionalism, and leadership.

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5 What are the challenges of avoiding micromanaging?

Avoiding micromanaging your team is not easy and may require time, effort, and patience. You may face some challenges, such as resistance from your team, mistakes due to inexperience, and anxiety from trying to let go. To overcome these challenges, you need to be consistent, supportive, and positive in your communication. You should provide guidance and offer help, accept the learning curve, embrace diversity, appreciate the effort, relax, trust the process, and enjoy the results.

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Andrew Kleimola

Every successful construction project starts with a GREAT estimate!
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Micromanaging limits creativity and efficiency. The real challenge for managers is letting go and trusting their team's methods. Focusing on results, not the process, fosters innovation and satisfaction. Empowering employees to find their most efficient paths ensures tasks are completed accurately while boosting morale. Shifting from control to trust enhances productivity and workplace harmony. Adopting a results-oriented approach requires managers to redefine success. It's not about how tasks are done but the outcome. This shift not only streamlines workflows but also cultivates a culture of trust and responsibility, key to unlocking a team's full potential.

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6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Shiva Besetty

Construction Estimating Manager| Double Masters in Construction Management and Civil Engineering with an expertise in Cost Estimation and Leadership inc. Infrastructure, Renewables and Landscaping
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From my 7 years of professional experience the biggest of all is asking for suggestions after delegating the task both before and after the completion of task. This leads to creating a positive relationship between the individuals involved, which is not dependent on the level of execution of the task. Also, suggestions welcome criticism, which means the individual will be open to constructive criticism if it comes their way from the delegator. More often than not delegation do require a level of review which should not be looked as micromanagement by the delegatee and the delegator should be aware of the line which he or she should not cross and might make an overview look like micro management.

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You’re delegating tasks to your team. What’s the one mistake you need to avoid?

1

2

3

4

5

6

1 What is micromanaging?

2 Why do managers micromanage?

3 How to avoid micromanaging?

4 What are the benefits of avoiding micromanaging?

5 What are the challenges of avoiding micromanaging?

6 Here’s what else to consider

Construction

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You’re delegating tasks to your team. What’s the one mistake you need to avoid?

1

2

3

4

5

6

1 What is micromanaging?

2 Why do managers micromanage?

3 How to avoid micromanaging?

4 What are the benefits of avoiding micromanaging?

5 What are the challenges of avoiding micromanaging?

6 Here’s what else to consider

Construction

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