As a data manager, you know how important it is to ensure that your team members deliver quality work on time and within budget. But how can you hold them accountable without micromanaging them or undermining their autonomy and creativity? Here are some tips to help you strike the right balance.
The first step to avoid micromanaging is to communicate clearly what you expect from your team members in terms of goals, roles, responsibilities, deadlines, and standards. You can use tools like project management software, data governance frameworks, or SMART (Specific, Measurable, Achievable, Relevant, and Time-bound) objectives to define and track the scope and progress of your data projects. Make sure you involve your team members in the planning and decision-making process, and solicit their feedback and input regularly.
If you have seven steps to avoid micromanaging, YOU’RE MICROMANAGING. Pick your best people, give them a single objective, and expect them to fail. When they fail, discuss the results, and agree on how they can do better next time. Repeat.
In three simple ways - Assigning Ownership and allow them to run it E2E - Encouraging them to find solutions on own - Reviewing and providing feedback
It's how important for the leadership to set clear expectations and deadlines for the data management team, it is equally important for them to ensure that the team has the resources and guidance to meet the same. Encourage open communication channels and provide autonomy for decision-making within defined boundaries for the team without micromanaging them. And regularly review progress, offer constructive feedback, and adapt expectations based on evolving priorities.
you need to invest your time once with the team . Just set their goals with clear understanding . Tell them (with a clear time frame) what do you expect from the team. SMART goals practice would be more helpful . Once the team gets your objectives then no need to micromanage them. Give them go ahead and in the end hold them accountable for the results.
Una gestión de expectativas clara y transparente es clave para fomentar la responsabilidad. Cada miembro del equipo tiene que conocer que se espera de ellos y la confianza que hay depositada en su trabajo. Es importante comunicar claramente las metas del equipo y el rol que desempe?a cada persona. Para que un trabajador/a llegue a ser autónomo hay que fomentar su confianza, empatizando en todas las situaciones y aportar feedback sincero y constructivo. En definitiva, si no queremos sorpresas a la hora de comunicar expectativas nos tenemos que asegurar de: -Ser claros y transparentes -Tener conversaciones bidireccionales, ?también hay que escuchar! -Construye una cultura de feedback. Reconoce, recompensa y ayuda a tu equipo a mejorar.
The second step to avoid micromanaging is to delegate tasks and authority to your team members based on their skills, experience, and interests. You can use tools like RACI (Responsible, Accountable, Consulted, and Informed) matrix or data stewardship model to assign and clarify the roles and responsibilities of each team member. By delegating and empowering your team members, you show them that you trust their abilities and judgment, and encourage them to take ownership and initiative.
It is key to delegate but, the right level of authority and responsibility needs to be there as well. Giving responsibilities without authority is detrimental for a team member. Authority without responsibilities is equally damaging.
We have to trust and develop our teams by delegating work and give them freedom to make mistakes. Your role as a manger is to facilitate the team and have a close coordination with them for their tasks. Delegation of work is also very crucial as it requires lot of deliberations according to the skills of team members. We have to understand that micromanagement is not the solution but it is the problem.
Delegating effectively is about matching trust with competence. In my projects, I leverage tools like the RACI matrix not just to assign tasks, but to empower decision making within defined boundaries. This clarity in roles confirms a sense of ownership for each individual in the team and allows an understanding of responsibilities and the extent of each individual's authority.
When a task is assigned, give the team member the clear expectation of the end goal and the freedom to execute it without hovering, also give them the confidence to come back to you should they get stuck. In my experience, this allows people to showcase their own talents and also a trust relationship to fill the gaps where growth is needed. Trusting your team goes a long way in productivity, also allows you to do your actual work. An empowered team is a successful team. Micromanagement leads to burn out, mentally or physically, because you are not only doing work at your level but you are also spending time on work that should have been delegated effectively.
Putting them into the right kind of responsibility and delegating is the key. Always have a continuous communication to understand the challenges and distinct perspectives is also one area to focus at.
The third step to avoid micromanaging is to monitor the performance and progress of your team members without interfering or controlling their work. You can use tools like dashboards, reports, or feedback loops to keep track of the key metrics and indicators of your data projects. You can also use tools like coaching, mentoring, or training to provide your team members with the guidance and resources they need to succeed. By monitoring and supporting your team members, you show them that you care about their development and satisfaction, and help them overcome any challenges or issues.
Effective project oversight is about striking the right balance between awareness and autonomy. For me, monitoring progress is a touchpoint for engagement, not control. Using specific dashboards and reports, I track critical project metrics to ensure we're on course, while feedback loops serve as a beacon for continuous improvement.
There is project specific stuff that will be time bound and milestone specific. Agreeing those and reviewing progress against such agreements is a healthy way to ensure things move foreward. However, understanding and knowing the people you work with and their reliability and capability is important in this process. In a broader context monthly one to ones with 6 monthly reviews to assess overall progress is critical too. That does rely on a frank exchange of views so that any deficiencies are identified and adressed so that there are no surprises at the 6 month review. Managers often have difficulty raising concerns early to clarify specifically what is needed and employees struggle to explain they understood the expectations.
e regularly monitor the performance of our recruiters by analyzing metrics such as the number of successful placements and client satisfaction scores. We provide support by offering training sessions to enhance their skills and conducting regular check-ins to address any concerns or challenges they may face.
Monitoring and supporting your team is a bit like being a coach during a game. You keep an eye on what's happening, making sure everything is going smoothly. It's not about constantly checking in, but rather being there when needed. Imagine you're like a safety net – your team knows you're around to help if they face any challenges. This way, everyone feels supported, and tasks can move forward smoothly. It's about finding that sweet spot between overseeing things and offering a helping hand when it's needed.
Supporting your people is vital. Monitor progress against objectives but ensure that the most effective support is offered and reinforced. People are more driven when they know they have the backup and support from above.
The fourth step to avoid micromanaging is to recognize and reward the achievements and contributions of your team members. You can use tools like recognition programs, incentives, or gamification to acknowledge and appreciate the efforts and results of your data projects. You can also use tools like feedback, reviews, or career paths to evaluate and enhance the performance and potential of your team members. By recognizing and rewarding your team members, you show them that you value their work and impact, and motivate them to keep improving and innovating.
We have found rewarding team members to be invaluable. Even if just recognition and a ‘well done’. This goes a long way and is the most effective way to motivate a team and keep them driven in my opinion.
At Engage Partners, we have a recognition program where we acknowledge outstanding performance and innovative ideas. When one of our data scientists developed a groundbreaking algorithm that significantly improved our client's predictive analytics. We recognized their achievement with a monetary reward and a public acknowledgment within the company, which not only motivated them but also inspired others to strive for excellence. Recognizing and rewarding contributions can have a profound impact on team morale and productivity. It's a practice that is widely discussed and endorsed by industry leaders on various platforms and forums, including LinkedIn, where you can find more examples and insights.
Recognizing and rewarding your team is like giving them a big pat on the back when they do something great. It's about acknowledging their hard work and saying, "Hey, you did an awesome job!" Imagine it as getting a gold star for a job well done. This recognition boosts morale and makes everyone feel appreciated. It's not just about the big achievements; even small wins deserve a shout-out. In simple terms, it's like saying "thank you" with a little extra sparkle to show you value and appreciate your team's efforts.
Don't only reward good results. Also recognize good effort and mutual trust. Praise openly. Force yourself to not know "everything everywhere all at once". Withhold the urge to step in and save the day with your maybe-not-valuable opinion.
This fourth step resonates with me and the work that I do advising founders of nonprofit organizations. They may know how important it is to show appreciation to their team, but in a bootstrapped organization, fancy incentives feel out of reach. Here's the good news: heartfelt recognition goes a long way! Take turns leading team meetings and highlight individual contributions to recent wins. Public shout-outs on social media or a even handwritten thank-you note (old school style!) can be incredibly meaningful. Remember, recognition doesn't have to cost a penny, but it can fuel immense team spirit and keep everyone motivated on your mission!
The fifth step to avoid micromanaging is to communicate and collaborate with your team members effectively and frequently. You can use tools like meetings, emails, or chat platforms to share information, updates, or ideas with your team members. You can also use tools like surveys, polls, or forums to gather opinions, suggestions, or feedback from your team members. By communicating and collaborating with your team members, you show them that you respect their views and insights, and foster a culture of teamwork and trust.
Communicating and collaborating with your team is like having a friendly chat and working together on a project. It's about talking openly, sharing ideas, and making sure everyone is on the same page. Imagine you're all in a boat rowing together – communication is the paddle that keeps you moving in the right direction. It's not just about talking; it's also about listening and working as a team to reach your goals. In simple terms, it's like being part of a friendly crew where everyone contributes and works together smoothly.
1. In my experience,we can make team accountable by setting clear and measurable KPIs and review of the same in regular interval. 2. In second step leader can avoid micromanagement by transfer of authority to team members ( considering it should be under purview of ethics & governance). 3. Recognition and appreciation is another lever for fostering accountability in team.
If you are micromanaging anyone you have to question 1) your hiring practices 2) your definition of the role requirements and 3) your own management skills. I loathe micromanagement as it's a waste of everyones time. Employ the correctly skilled people that are aligned to your vision and manage problems by exeption. My view is if I have appointed you I have full confidence you can deal with 80% of the jobs demands and I am happy to mentor and coach the gap. Heck I might not know the answer either and am happy to defer to a specialist on the subject. This way both of us have learned something new. If you have time to micromanage people you are not doing the work at your level you should be busy with and are likely reverting to comfort.
Enabling transparency in the workload across team members and using resources like Azure DevOps/Project management could help the team members share, communicate, and collaborate and also for the management to have direct visibility on the team and not needing to micromanage them. The various steps in the projects and status updates can be updated in those shared portals and can be viewed by the team members as well which creates more transparency and binds the team members and improves accountability.
Holding team members accountable without micromanaging involves setting clear goals, empowering them with authority and resources, and conducting regular but non-intrusive check-ins. It's important to provide constructive feedback, foster a culture of accountability, use technology for progress tracking, and invest in training and development. Leading by example, trusting your team's abilities, and using objective performance metrics for reviews can effectively balance autonomy with responsibility, creating a productive work environment.
The sixth step to avoid micromanaging is to adjust and improve your data management practices and processes based on the outcomes and learnings of your data projects. You can use tools like audits, reviews, or lessons learned to identify and address any gaps, errors, or risks in your data projects. You can also use tools like surveys, interviews, or focus groups to assess and enhance the satisfaction and engagement of your team members. By adjusting and improving your data management, you show them that you are open to change and growth, and support their continuous learning and improvement.
Adjustments are vital to continuously improve - effective monitoring will give a measure of what changes are required in order to gain the best results. Constantly adjusting various aspects and moving parts is key to unlocking growth.
Most managers get to this point and are not sure what happened and why they’re not getting the results they want. Don’t be one of those. Instead 1. Set clear expectations upfront 2. Make sure the project goals align with the individual goals 3. Make reporting part of getting to “done”. So you don’t have to chase for “status” 4. Don’t re-adjust targets, or nobody will take them seriously when they know that they can under perform and then wait until management steps in and makes adjustments to them mid-way. 5. Be flexible. While the target / goal / main objective is set in stone for the period, the means and ways to achieve it must be fluid. Always be listening and open to suggestions from the people on the front line!
Be clear about your expectations - Describe a vision of the outcome you expect to see in the assigned tasks to them, including the expected timelines. Be open and allow for clarification. The team should be comfortable to approach you and ask guiding questions. Too often we see situations of teams second guessing Executive management's expectation which may eventually lead to a wild goose chase. Use check-in / stand-up sessions to get a pulse check if everything is alright in general, and allow for the team to raise escalation issue in a safe environment.
What I have felt helpful in my own experience is to elaborate 'what is in it for them'. Explaining the benefits, both tangible and otherwise that the team member is going to have by accomplishing the intended outcomes will help to increase the sense of ownership as well as the quality of the output. In other words, as a managers or someone who would entrust or delegate responsibilities to others, it is your responsibility to ensure there is something useful and beneficial they would gain by accomplishing the task.
If you feel you have to micromanage then it is likely an issue that occured at the hiring stage. When hiring, sure you need some technical skills, but more importantly is a person's attitude. Asking questions to draw out a person's personality and having a conversation with them gives a far better indication of their level of initiative, self management and ability to listen and learn. If you have hired the right person, then you can have clear conversations about expectations and delivery and make them feel comfortable about asking for help. It is important to give people the space to take ownership of their role and, as they deliver, make sure to thank them. Even if it is the job you are paid to do we all appreciate being thanked.
One way to hold team accountable without micromanaging which Dilip already explained by exhibiting Transactional leadership which basically focuses on rewards when accomplishing projects/tasks which is suited for stable and predictable environment. Whereas in current dynamic and uncertain environment, micromanaging can be avoided by exhibiting Transformational leadership qualities such as inspiring team participation, engaging open communication, active listening (empathy), facilitating culture of innovation, creating sense of participation which leads to minimalistic approach towards micromanagement.
Additionally, consider these: Utilize project management tools: Tools like Trello or Asana can help with task delegation, tracking progress, and communication, reducing the need for constant micromanagement. Promote transparency: Share relevant information and updates with your team to keep everyone on the same page and build trust. Lead by example: Be confident in your own abilities and demonstrate the trust you expect from your team.