How can you give feedback without micromanaging?

There is difference between knowing everything that the team members are working on vs. micromanaging. The former is a necessity for leaders as thats the only way for them to truly be able to help their team members grow and navigate challenges. However, a micro manager would not excessively provide their teams with action steps and create an environment where they are not free to think and contribute independently. Step one would be for leaders to take a step back and see which one is their leadership style. Unfortunately in a micromanagement style, the feedback is not be well received. We need to play the role of an enabler for our teams so they can grow into their true potential

The SBI model is my favourite feedback model. Nothing frustrates me more when my clients receive 'general' feedback, which due to the lack of specificity, is largely useless for continuous improvement. Using SBI 'shifts the dial' on giving feedback by removing emotion and having a fact based discussion. The model is most powerful when the feedback is provided promptly, so the recipient can reflect on the specific example. The SBIs 'stack' to show that a pattern of behaviour that need to change.

Begin by articulating clear goals and performance criteria. Well-defined expectations empower individuals to take ownership of their work, eliminating the need for constant oversight. Clarity provides purpose and direction. secondly,Shift the focus from process to outcomes. Acknowledge achievements, discuss impact, and provide constructive insights on results achieved. Thirdly, Create an environment of open communication. Encourage team members to share thoughts and concerns. Actively listen and incorporate their input. Finally, Offer skill development opportunities. Identify areas for improvement and provide resources, training, or mentorship.

To provide effective feedback without micromanaging, focus on clear communication and empowerment. Begin by acknowledging strengths and specific achievements to boost morale. Address areas for improvement constructively, emphasizing collaboration and growth rather than dictating solutions. Encourage open dialogue, allowing employees to share their perspectives and ideas. Establish clear expectations, but grant autonomy for problem-solving. Regular check-ins can provide support without being intrusive. Strive for a balance between guidance and independence, fostering a culture of trust and continuous improvement.

Regardless of the topic, feedback should be given on the behavior of the person in a situation. For example; "You are never one to take responsibility" is wrong. Instead; "When I observed in the meeting the other day, you didn't say a word about the issue even though the issue that arose was of concern to you". And it was handled by the other person. Remaining timid on issues will provoke the perception that you are not ready for management.

Provide them with constructive criticism rather than comparing them to one another. Give them praise in public and assist them in realizing their shortcomings in private. Provide them with real-world examples so they may understand the problems and reality. Employ monthly or one-on-one Q&A sessions.

Among the coaching competencies, "asking open-ended questions" can always help the person to give feedback to themselves. - As a team manager, if you evaluate the last 3 months, which 3 things do you think you did well? - In which area do you find yourself especially open to improvement in this three-month period? - How do you think making yourself competent in this area will reflect on your management and your team? - Which behaviors do you think giving up would make you a better manager?

Here’s how it can be effective: Utilize Specificity: Offer specific praise or recognition tailored to the actions or achievements of your mentee, highlighting their strengths and accomplishments. Timeliness is Key: Provide positive reinforcement promptly after observing commendable actions or results, ensuring it’s linked to the specific behavior. Sincerity and Authenticity: Ensure your praise or recognition is genuine and heartfelt, conveying a sincere appreciation for their efforts. Meaningful Appreciation: Acknowledge and praise actions or achievements that align with the mentee’s growth and the team’s objectives, making the feedback meaningful and relevant.

You should reward employees' progress emotionally. This will neuroscientifically release dopamine. So it will increase their motivation. While doing this, be sure to express concretely what you are celebrating. Your tone of voice, your calmness, your coordination of people during the problem that arose in the last evening shift, while managing the crisis, is really worth celebrating! Well done.

1?? Demonstrate Expected Behaviors: Exhibit the behaviors, attitudes, and values you wish to see in your mentee. Lead by example in areas like proactivity, creativity, or collaboration to set a standard for them to follow. 2?? Share Examples and Experiences: Showcase your own practices or stories of individuals who excel in those desired traits. This offers practical illustrations for your mentee to understand and emulate. 3?? Embrace Feedback and Improvement: Display openness by actively seeking feedback, not just from your mentee but also from others. Demonstrate how you utilize this feedback to enhance your own performance and personal development.

First, ask your mentee what 3 things they like about you. Have him/her evaluate where he/she sees these three qualities on the scale. And at each step, ask what he/she needs to move a few steps forward. Your mentee will realize how to take on those 3 qualities that he/she likes about you. This is the beauty of leadership practice from a coaching perspective.

Focus on setting a good example through your actions and behaviors. This means being open to feedback yourself, demonstrating transparency and honesty, and modeling the behavior you expect from your team. When giving feedback, be clear and specific, and avoid micromanaging by focusing on the outcome, not the process. Instead of telling your team members how to do their job, provide them with the necessary guidance and support, and trust them to get it done. By being a role model and empowering your team, you'll create a culture of trust, collaboration, and growth, and avoid the pitfalls of micromanagement. So, lead by example, give clear and specific feedback, and trust your team to do their best.

Have special rules between you and your mentee. These rules will also be the most important steps to your success. 1. Who expects what from whom? 2. How often will you meet? 3. What do you want to achieve at the end of the process? 4. Where and when to meet? 5. what to pay attention to during the communication process?

Trust your team to complete their tasks without constant oversight. Micromanaging often stems from a lack of trust, so demonstrate confidence in their abilities. Provide coaching and applicable training when needed. Always be open and honest with feedback.

Als Führungskraft kann man Aktivit?ten oder Resultate vorgeben. Ich empfehle den idealen Weg an den vorhandenen F?higkeiten der zu führenden Person fest zu machen. Es gilt also nicht nach Schablone oder pers?nlicher Pr?ferenz, sondern situativ zielführend zu entscheiden. Erscheint es unwahrscheinlich, dass die gewünschten Ergebnisse erreicht sind, kann es sinnvoll sein, einzelne Handlungen vorzugeben. Erst in der Reflektion wird dann deutlich, was zu welchem Ergebnis geführt hat und k?nnte im Idealfall sp?ter ohne Führung wiederholt werden. Verfügt jemand über Erfahrung und hohe Probleml?sungskompetenz spart es Ressourcen, einfach nur das gewünschte Ergebnis zu definieren und in der Reflektionsphase nur die Vorgehensweise feinzutunen.

Micromanagement is not always the solution. This is because micromanagement becomes a habit for the employee after a while and the employee's existing (or developing) muscles of initiative, flexibility and adaptability atrophy. 3 concepts help the process to proceed effectively. 1. Trust 2. Transparency 3. Belief in success

Most motivating action is to be appreciated according to the research & studies about satisfaction. That's why, making people to work on the most suitable position is the key. This is the only sustainable way of appreciating people. After on-job-audit, people should be acting in a much more impressive way than micro management. Feedback is welcome only for strategy and consequences.

Seien sie bedacht wenn sie Feedback von sich aus geben. Feedback 'geben' kann das Gegenüber bedr?gen. Eine m?gliche Alternative: Ich habe in der Situation XY eine Beobachtung gemacht. Es hat bei mir XYZ ausgel?st. M?chtest Du meine Beobachtung h?ren? Die Kunst von gutem Feedback ist, eine Basis zu schaffen. 1. Teilen sie ihre Beobachung, dann legen sie bewusst eine Pause ein. Widerstehen Sie dem Drang, sofort mit Ihren Gedanken einzusteigen. 2. Fragen Sie wie es dem gegenüber dabei geht? Erkundigen sie sich, ob ihre Beobachtung geteilt wird? 3. Nun haben sie die Basis für das Gespr?ch. Jetzt k?nnen sie eine umfassendere Perspektive einfliessen lassen, um das Gegenüber bei der Reflexion und beim zukünftigen Wachstum zu unterstützen.