Manage outcomes, not process

- You can never underestimate how much adults at work just want to be treated with trust and respect. That's why after you set a few goals and expectations and turn the team loose to get to work, the rule is always to manage outcomes, not process. If the work is getting done as needed, on time, on budget, with the quality you expect, and so on, then err on leaving them alone to continue doing good work. The time to intervene and dive into the details of their process is when you're not seeing the outcomes you expect. However, many managers engage in micro-managing. That's the tendency to check in every so often to see if they need help, to see if the quality is acceptable, and, in general, to see if they are doing exactly what you think they should be doing. Predictably, that causes problems. Mostly, it signals that you do not trust your team. That perception leads to more stress, lower productivity, and definitely less creativity. So instead of never talking to them, or micro-managing them, your goal is to establish mutually agreed upon check-in points and then strongly resist bothering them outside of the check-ins unless it's absolutely required. Now, just because you're wondering about their progress isn't a good reason to intervene. Good reasons include significant or recurring performance problems, some type of stakeholder feedback, someone on the team asking for assistance, or when there's a mutually agreed upon check-in time. Otherwise, give them space. If you do, the benefits include having team members with stronger confidence, a bigger willingness to go the extra mile when needed, and more openness with you about both performance and needed changes at work. Then, when you do need to intervene, remember, don't just demand a progress report or explanation. If there's a performance issue, inform them briefly while being candid but positive. Ask how you can be helpful. Offer insights and advice, as needed. Then, reset expectations for moving forward and agree on when the next check-in will happen. Whenever possible, always lean towards being helpful, not just evaluative or punitive. It's also useful to remember that one size does not fit all. The people on your team have different personalities, abilities, and responsibilities. Not to mention, their needs will shift over time. So to avoid spending too much time with some employees and not enough with others, keep the conversation open and ongoing so they feel comfortable enough to speak up as needed. Hey, if it's been six months to a year since you've addressed this issue, put it on your calendar, both with the team and with each individual. Go start that conversation. The more they know you're just trying to help, the more they'll want to help you too.