Micromanagement @ Workplace

• I feel scrutinized; my boss doesn't trust me.
• I don't feel entitled to make decisions at the workplace.
• My significant time is spent on explaining what I am doing.

Congratulations—you are micromanaging your team; if the team's thoughts align with this.?

Micromanagement is a style of management that has generated much debate; some claim it is successful and beneficial, while others are always critical of it.

Numerous workers lament micromanagement and detest this style of leadership. Some managers don't even realise they are utilising this style to control their team, despite employees' constant complaints.

Teams often don't share transparent feedbacks, what to do?

5 questions to ask yourself today!

1. Do I frequently worry about or ponder (out loud or in silence) the productivity of employees?
2. Do I ever feel the need to continually stay updated on all the developments?
3. Do I examine system logs to ensure that someone carried out my request?
4. Do I find myself restricting others' power to keep myself involved in projects?
5. Do I struggle to assign duties because I have doubts about their completion?

If the answer to any three questions is Yes. You have started micromanaging the team.

So, if you’re a manager and you’re micromanaging your team, here are some pros and cons to this type of management

Pros:

1. Freedom to go wrong & learn
2. Making Sure Results Are Accurate

Cons:

1. Wasted Time
2. Wasted Energy
3. Irritated Employees
4. Spreading Anxiety
5. Limiting Creativity

Tame your inner micromanager

Adopt new approaches to stop micromanaging.

• Reflect?on some key questions to identify what you are failing to do. Ask yourself: “Do I add value to the business with the amount of time I spend supervising today? Could I be dedicating that time to more strategic activities? Think through what you could achieve if you redirected your attention.?Block out time?in your schedule to devote to working on these questions regularly.
• Set a perfection scale?of 1 to 10 (perfection can refer to the amount of functionality of a project or a product, for example). Ask yourself whether you’re pushing for a 10 when an 8 is enough.
• Repeat: “My way is not the only way.”?Apply the 80/20 rule: In 80% of cases, leave an employee to approach an activity in their way. In 20% of cases, guide the employee to do it your way.
• Empower team members.?Make sure team members all understand the impact and scope of what is expected of them, articulate how their activities are crucial to meeting enterprise goals and provide each with the resources they need to get the job done.?
• Focus on outcomes.?Don’t waste time obsessing over the time the team dedicates to getting the job done or how they do it. What matters is that they get results in the agreed-upon time frame.
• Be flexible.?Give people the opportunity to work when, where and how they can be most creative and productive.
• Plan for the worst case.?This makes people feel trusted and confident in their ability to handle problems.?

Check if you’re micromanaging, and then apply these techniques to stop yourself and introduce more productive, trust-building behaviours.

Always remember, Manage Less & Trust More!