From Control Freak to Empowerment Badass: Guide for New Managers

When I took my first management role I was working hard for progression within a 5 star hotel at Gatwick airport. Here the name of the game was primarily transient customers and managing the catering for delayed flights but also creating the excitement of a holiday as well as the joy of a banquet, a relaxing drink in the bar or a fine dining experience.

Stepping into a managerial role for the first time was both exciting and challenging. Among the myriads of new responsibilities, one which stood out as particularly perplexing for me was finding the right balance between micromanagement and delegation. Striking this balance was crucial not only for my wonderful team's productivity and growth but also for creating a positive and empowering work environment.

Let’s first look at the difference between the two focuses.

Micromanagement involves overseeing every small detail of your team's work. While this approach might stem from a desire to ensure high-quality outcomes, it can quickly become counterproductive. Employees might feel stifled, leading to decreased motivation and creativity.

Delegation, on the other hand, is about entrusting others with tasks and responsibilities. Effective delegation can lead to increased efficiency and employee development. However, lack of guidance or direction can result in confusion and subpar performance.

In the beginning I made many mistakes. I felt the need to be there 24/7 and that I needed to be the one to answer all the queries or the department would fail, and in the process started losing the connectivity of the team.

I soon realised that finding the right balance would give me the winning advantage of retaining my own sanity as well as creating a united and supporting team. I also wanted to have the peace of mind that when I was away, everything would run smoothly, and that I was not the person everyone relied on for continuous approval to complete a task.

My own manager was incredibly supportive and had a wealth of experiences behind her, and together we formulated an approach which supported me well not only in my current position but through my all my other role changes and promotions.

You need to know your team. Understand their strengths, their weaknesses, from here you will understand who is capable of what tasks.

We always hear communication is king, but here it is crucial as once you have decided what you are delegating and to who, they must have a clear understanding of what is expected of them. Allow them to be creative and to feel empowered to achieve the outcomes.

Now comes one of the hardest roles, allow them to run with the delegated task, and give room for error. You need to encourage problem solving and allow people to take initiative.

You need to be available though to provide support, and offer guidance, and check in to make sure all is heading in the right direction.

Foster an environment where your team members feel comfortable discussing their progress, obstacles, or seeking clarification. This openness can help you refine your delegation process and maintain oversight without overstepping.

By mastering the balance between micromanagement and delegation, you not only enhance your team's performance but also set the stage for their growth. You'll cultivate a culture of trust and accountability, leading to higher job satisfaction and retention.

In conclusion, while the transition to a managerial role can be challenging, learning to balance these two crucial aspects is a step forward in your leadership journey. Embrace the learning curve, and over time, you'll find your equilibrium that's beneficial for both you and your team.