Micromanaging is Not Helpful

It usually comes from the right place — a commitment to high performance and quality work — but micromanaging often causes decreased performance and lower-quality work. When leaders micromanage, they create unnecessary challenges for themselves and make it difficult for their team members to thrive. This week, I wanted to look at micromanaging; how to know if you’re doing it, and what you can do to ease up. Let’s dive in:

The Problems with Micromanaging

Micromanaging affects both leaders and their teams adversely. In the case of leaders, micromanaging means their plate is either always overflowing, or they’re neglecting more important work to stay on top of their employees. Delegating effectively is the sign of a good leader — we have to understand our employees, know their strengths (and weaknesses), and have confidence in their ability to deliver excellent work. When we assign a task, we’re able to pass off a hefty portion of responsibility and remove that item from our main focus. This frees up space for us to concentrate on other work. Micromanaging often makes us inefficient, and it can create stress that might lead to burnout.

In the case of employees, micromanagement can be equally harmful. Micromanagement deteriorates independence, innovation, and enthusiasm. It deters employees from taking initiative and keeps them on a track. This might allow a manager to maintain the status quo, but it doesn’t promote growth. We want our teams to have a reason to invest in their company; and if we don’t provide that reason, we may very well push them to find another employer who truly values them.

Signs That You’re Micromanaging

Micromanaging is usually unintentional. The biggest sign that you’re micromanaging is an uninspired team. If you notice employees aren’t engaged in their work and don’t seem excited about the job they’re doing, you may not be giving them the space and freedom they need to excel. Lack of collaboration is another sign. If I’m responsible for every idea, I know my team probably isn’t feeling empowered or valued. Look at your own workload. If you’re still tied up in the tasks you’ve supposedly delegated, or if you know the details of everything that every employee is working on, that’s a sign you may need to take a step back.

How Can We Avoid Micromanaging?

Micromanaging doesn’t help leaders or their teams, and it creates an unhealthy office culture. These are a few of the strategies I use to prevent micromanaging. First, I spend more time on the hiring and training process. Before you can feel comfortable delegating work and letting your team members take the lead, you need to trust them. A thorough hiring process and top-level training create a strong foundation for that. I also set an example for open communication. If I’m confident that my team will come to me with questions or concerns, it’s much easier to stay focused on my own work without worrying about theirs. Make your expectations clear. When your team understands the overall goals of the office, their part in achieving them, and the standards that apply to each member, you’ll find that they’re much more motivated and engaged.

If you’d like to talk more about micromanaging, or if there’s something else I can be of assistance with, don’t hesitate to reach out to me. I’m always happy to block off some time to connect.