What do you do if your team facilitation becomes stifled by micromanaging?

1 Identify the root causes

The first step to address micromanaging is to identify the root causes behind it. Micromanaging can stem from various factors, such as fear of failure, lack of trust, insecurity, perfectionism, or unclear expectations. Try to understand the perspective and motivations of the person who is micromanaging, whether it is yourself or someone else. Ask yourself or them some reflective questions, such as: What are you afraid of? What are you trying to achieve? What are the consequences of letting go? How do you measure success? How do you communicate your expectations? How do you handle feedback? By identifying the root causes, you can gain more insight into the problem and find ways to address it.

2 Set clear goals and boundaries

The next step to deal with micromanaging is to set clear goals and boundaries for yourself and your team. Goals are the desired outcomes that you and your team want to achieve, while boundaries are the limits and rules that define how you and your team work together. Setting clear goals and boundaries can help reduce micromanaging by providing a common vision, direction, and framework for your team. Some examples of clear goals and boundaries are: defining the scope, timeline, and deliverables of a project; assigning roles and responsibilities to each team member; agreeing on the frequency and format of communication and reporting; establishing the criteria and process for decision making and problem solving; and defining the expectations and standards for quality and performance.

3 Delegate and empower

The third step to overcome micromanaging is to delegate and empower your team members. Delegation is the act of entrusting a task or a process to someone else, while empowerment is the act of giving someone the authority, resources, and support to perform their task or process. Delegating and empowering your team members can help reduce micromanaging by increasing their autonomy, confidence, and ownership of their work. Some examples of delegating and empowering your team members are: giving them the freedom to choose how they complete their tasks; providing them with the necessary tools, information, and training; offering them constructive feedback and recognition; encouraging them to take initiative and share their ideas; and involving them in decision making and problem solving.

4 Monitor and adjust

The fourth step to prevent micromanaging is to monitor and adjust your facilitation style and approach. Monitoring is the act of observing and evaluating the progress and performance of yourself and your team, while adjusting is the act of making changes or improvements based on the feedback and results. Monitoring and adjusting your facilitation style and approach can help avoid micromanaging by ensuring that you and your team are on track, aligned, and effective. Some examples of monitoring and adjusting your facilitation style and approach are: checking in regularly with yourself and your team; asking for and giving feedback; measuring and celebrating achievements; identifying and addressing challenges; and adapting and learning from mistakes.

7 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?