How do I succeed despite my tendency to micromanage

In this series of articles, we present and analyze case studies of imperfect great leadership, or in short IGL, we include lessons learned and leadership principles. The case studies are real but the names of people, companies and other identifying details have been altered to protect their privacy.

“The day I was promoted to Team Leader, I felt a surge of excitement and pride. After years of dedicating myself to software engineering, I had finally been recognized for my hard work and attention to detail. But little did I know that this new role would challenge me in ways I never imagined, exposing one of my deepest needs: the need for control.

As a software engineer, I had always taken pride in my meticulous nature. I was the one who could spot a missing semicolon in a thousand lines of code, and I took immense satisfaction in the precision required by my work. I loved the feeling of having everything under control, ensuring that every line of code was executed flawlessly.

But now, as a Team Leader, my world had changed. Instead of diving deep into code and algorithms, I found myself responsible for guiding a team of talented engineers. It was a promotion I had longed for, but I was unprepared for the emotional rollercoaster that came with it.

In my early days as a Team Leader, I struggled to let go of the control I had held onto so tightly. I micromanaged my team's every move, questioning their decisions, and scrutinizing their code. I believed that this was the only way to maintain the high standards I had set for myself. I also missed the feeling of "hands-on" work, allowing me to solve the most complex and challenging problems.

My team, a group of brilliant minds, quickly grew frustrated with my “constant interference”. I soon realized they felt suppressed and demotivated, and it didn't take long for resentment to develop among them. I could sense their discontent, but my desire for control blinded me to the damage I was causing.

One day, during a team meeting, Suzan, one of our senior engineers, couldn't take it anymore. She spoke up, her frustration evident in her voice. "Adam, we appreciate your attention to detail, but you need to trust us to do our jobs. We're all experts in our fields, and your constant oversight is hindering our productivity."

I was shocked by her words. I later realized this was a wake-up call. Suzan was courageously providing me with the message that the entire team wanted to convey to me. Soon after, I realized that I desperately needed it. I understood that my need for control was not only damaging team morale but also impeding our progress. I knew I had to find another way, not just for the sake of my team, but for my own growth as a leader.

I decided to seek guidance from a mentor who had navigated similar challenges in the past. She emphasized the importance of delegation and trust. She told me, "As a Team Leader, your role is not to do the work for your team but to enable them to do their best work. Trust your team's expertise, and you'll see remarkable results. You have to switch your mindset to a teacher and coach mindset. You don’t have to do their job for them, you have help them grow and become the best they can be"

I gave a lot of thought to my mentor's advice and decided to transform my approach. I searched for tools and processes to foster collaboration, the flow of information, empowerment while still maintaining the sense of control that I needed.

The daily huddle became a cornerstone of our workflow. Each morning, we gathered for a brief meeting where team members reported their progress, discussed roadblocks, and aligned with one another. It gave everyone a clear understanding of the team's direction and ensured that I was informed without needing to micromanage.

Design reviews allowed team members to present their proposed solutions and receive input from their peers. It encouraged knowledge sharing, prevented errors, and allowed us to collectively make decisions that met our high standards.

Peer reviews became an essential part of our development process. Team members could review each other's work, offering constructive feedback and sharing their expertise. It not only improved the quality of our code but also boosted the team's confidence in their abilities.

The last component was an Individual Growth Plan for each team member. In my one-on-one meetings with all team members, we mapped their strengths as well as areas of opportunity. We devised a plan that included all the topics each member needed to learn and his / her learning objectives.

As these processes took root, I found myself gradually letting go of the need to control every detail. My team began to see me as a mentor and consulted with me every time they had a professional dilemma. I learned to trust my team's expertise and appreciate their diverse perspectives. I saw how our collective efforts led to innovative solutions and greater productivity. And our learning processes allowed us to overcome occasional mistakes and problems. I now I understood it was all about the team’s performance and not my personal performance. Our 1/1 meetings also gradually changed. Instead of coming to me with problems and seeking solutions, I made a switch and started asking them questions so they could reach the solutions on their own. Although it was challenging at the outset, asking questions and letting them solve the issues also proved to be a powerful tool on the journey to empowerment.

Over time, the transformation became evident. Our team's morale improved, and they took full ownership of their work. They no longer felt stifled by my constant oversight but instead felt empowered to make decisions and take initiative.

Looking back on this journey, I've come to understand that control doesn't have to mean being involved in every detail. It can also mean creating an environment where everyone can excel, contribute their best, and collectively achieve remarkable results. My need for control has evolved into a desire for control over the processes and systems that enable my team to thrive. As I continue to grow as a Team Leader, I'm reminded that leadership is not about having all the answers but about fostering an environment where the team can find them together.

During discussions with HR, I learned about Psychological Safety. Psychological safety refers to a shared belief within a team that it is safe to take risks, such as speaking up, sharing ideas, asking questions, and expressing concerns, without fear of negative consequences to one's self-image, status, or career. It is an environment where individuals feel comfortable being themselves, and engaging in open and honest communication without the fear of being judged, criticized, or punished. Learning about Psychological Safety made me realize that my micromanagement had its roots in a deep feeling of insecurity. I was too concerned about my own self-image in front of my boss, and my behavior was hurting the team.

There are several intriguing aspects of this story. The first one lies in the realization that leadership effectiveness can increase by relinquishing control, a concept that seems contrary to traditional management theories. Typically, one could assume that strong leadership is characterized by firm control and direct oversight, with a leader actively steering every aspect of a team's work to achieve perfection. This is true only for specific settings, like a ship commander in deep sea. However, in many dynamic teams, the opposite approach—trusting the team, delegating responsibilities, and fostering a culture of psychological safety—can lead to significantly better outcomes. These aspects are critical components of Imperfectly Great Leadership.

The protagonist's initial belief is that micromanagement and control are synonymous with high standards and success. This is a basic assumption he needs to courageously challenge. The intriguing twist is the discovery that these behaviors actually hinder team performance, creativity, and morale. The leader's journey from controlling to empowering reveals a deeper truth about human dynamics in professional settings: people thrive under a climate of trust.

However, it also reveals another very important principle. In our journey to becoming IGLs, there will always be beliefs we need to let go. Those beliefs are hindering our leadership performance and the sooner we realize that, the sooner we can be ready for our breakthrough.

Principles and Lessons Learned

During his leadership journey, Adam encountered several valuable lessons that shaped his approach to managing and empowering his team. One crucial lesson he learned was the delicate balance between control and empowerment. Research by Deci, Vallerand, Pelletier, and Ryan, shows that individuals are more motivated and perform better when they have a sense of autonomy and self-determination. To strike this balance, Adam introduced various working routines such as daily huddles, peer reviews, design reviews, 1/1 meetings, and Individual Development Plans (IDPs). These processes allowed him to shift from micromanagement to a teaching and mentoring role without losing control, fostering a sense of trust and empowering his team.

Most importantly, Adam realized he needs to change his mindset. We all know that micromanagement stifles innovation and growth within a team. Today, many leaders recognize the need to change their mindset and embrace a more empowering approach. Yvon Chouinard, founder of Patagonia, exemplifies this by spending a significant portion of the year away from the office, entrusting his team to handle operations. Chouinard believes in hiring motivated and independent individuals, allowing them the freedom to excel in their roles. He acknowledges that top-down management requires tremendous effort and instead fosters a culture where everyone knows their responsibilities and can take initiative. While this approach may not work universally, it highlights the importance of finding the right people and granting them autonomy. By gradually reducing control and empowering their teams, leaders can foster a culture of self-sufficiency and enable individuals to thrive in their roles.

Throughout his journey, Adam also discovered the significance of psychological safety. Understanding that it is a critical factor for high-performing teams and organizations, he created an environment where individuals felt valued, respected, and psychologically supported. Psychological safety enabled open communication, healthy debate, and the exploration of new ideas. Adam embraced the concept introduced by Amy Edmondson, a Harvard Business School professor, and recognized that psychological safety leads to better decision-making, problem-solving, and overall team performance. He understood that psychological safety is not about eliminating all conflict or tension, but rather about creating a culture where individuals feel safe to take interpersonal risks and know that their contributions are valued, even in the face of disagreements or challenges.

Together with his HR Business Partner, Adam came up with a plan to enhance Psychological Safety. It included the following components:

1. Valuing and Respecting Diverse Perspectives: Adam recognized the importance of diverse perspectives in driving innovation and problem-solving. He actively sought input from team members with different backgrounds, experiences, and expertise. By valuing and respecting these diverse perspectives, he created an inclusive atmosphere where everyone felt their contributions were valued and respected.

2. Embracing Constructive Feedback: Adam promoted a culture of constructive feedback within his team. He provided feedback to team members in a supportive and constructive manner, focusing on growth and development rather than criticism. Similarly, he encouraged team members to provide feedback to one another and to him as their team leader, fostering a culture of continuous improvement and learning.

3. Learning from Failures: Adam understood that failures and mistakes are opportunities for learning. Instead of blaming individuals for mistakes, he encouraged a blame-free environment where team members felt safe to admit their errors. He used failures as learning moments, discussing them openly with the team, identifying lessons, and finding ways to improve processes and prevent similar mistakes in the future.

4. Modeling Vulnerability and Leading by Example: Adam shared his own challenges, mistakes, and lessons learned, creating a safe space for others to do the same. By showing vulnerability, he created a culture where team members felt safe to be authentic, take risks, and share their own vulnerabilities without fear of judgment.

By embracing a balance between control and empowerment, transforming into a mentor, implementing effective processes, prioritizing individual development, and fostering psychological safety, Adam created an environment where his team thrived and achieved exceptional results.

References:

Davenport, T. H. (1993). Process innovation: Reengineering work through information technology. Harvard Business Press.

Deci, E. L., Vallerand, R. J., Pelletier, L. G., & Ryan, R. M. (1991). Motivation and education: The self-determination perspective. Educational psychologist, 26(3-4), 325-346.

Dweck, C. S. (2006). Mindset: The new psychology of success. Random House.

Edmondson, A. C. (2019). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. Wiley.

London, M., & Smither, J. W. (2002). Feedback orientation, feedback culture, and the longitudinal performance management process. Human Resource Management Review, 12(1), 81-100.