Ahoy, what does your ???? Inner Pirate say? Arrr, when yer coachin' a senior exec who’s clingier to tasks than a captain to his wheel, it’s time to help 'em loosen their grip on the helm! Start by remindin’ ‘em that a good crew works best when trusted to man the ship. Show ‘em the power of delegation by breakin' tasks down like cargo—hand off smaller duties first, let the crew prove their worth. ? Explain that their role is to chart the course, not scrub the decks. ???? By steerin' clear of micromanagin’, they'll have more time to focus on big horizons, while the crew keeps the sails full and steady! ???

I remind all Senior Executive coaching clients of their most important question to ask their team: "What can I do today to make your task/job better?" That is the #1 reason any leader is in their role. In the context of this question, the team member will probably ask that the leader stops micro-managing. This approach should allow for an open discussion to establish agreements on the optimum amount of management required to get the best results. These agreements can be tested and adjusted as the tasks/jobs evolve; always framed around: Are tasks/jobs outcomes improving, or not. This should be a constant and iterative process, all based around that first question from the leader: "What can I do today to make your task/job better?"

Help the executive understand the true cost of micromanagement: decreased team morale, stifled creativity, and ultimately, lower productivity. Then, shift the focus to building trust, clearly communicating expectations, and empowering the team to own their work.

Micromanagement often emerges in toxic work environments and is a clear indicator of ineffective leadership. It usually thrives in companies lacking a clear vision and direction, where owners and shareholders fail to align their actions with their words. This inconsistency breeds insecurity among leaders, who, in turn, resort to micromanaging their teams to maintain their status or job security. From my experience as a coach, addressing micromanagement requires a holistic approach. It’s seldom an isolated issue; rather, it’s a symptom of deeper toxicity within the company culture. I work closely not just with the leader but also with the entire organization.