What if a MicroManager gives TRUST first?

Why do people micromanage and why will they stop micromanaging? Not everyone who micromanages is a full-time micromanager. Some look over your shoulder to offer well-intentioned help. Others are worried about getting reprimanded by their bosses. And then there are some who don't know any better because their only role models were micromanagers.

Many of us do a bit of micromanaging even if we are not micromanagers. For instance, when we first join a company our sense of security is low- we fear not being able to achieve results. Why? We do not know the people well enough to trust that they can get the job done. So the most immediate way of feeling secure is to control everything.

I start micromanaging when I do not Trust others and hence seek to Control people, process and decisions so I will get the results.

I stop micromanaging when I Trust people and give them appropriate levels of Control over people, processes and decisions so that they will achieve the results.

A Case Study. This manager was exhausted. He tried to solve every problem and make every decision. But tiredness led to wrong decisions which led to more problems to solve. The work was endless.

So he decided to trust people. Let them solve some of the problems, make some of the decisions. This will allow him to retain some control and hence feel secure. He figured the more he knows his people - their attitudes, skills and performance levels - the more he can make a good judgement on how much trust and control to give whilst still feeling secure.

Here's what he did to balance the need to give trust and the need to keep control to get results.

1. Explain what needs to happen, when it needs to happen and why. Then give the team the details they need to develop a Gantt chart and talk him through it.

2. Don’t check in until 60% of the project’s timeline has passed. The team will feel empowered and he is demonstrating trust but have enough time to take remedial action if necessary.

3. When checking in, don't be an interrogator, be a supporter. Instead of "Are we on track?" ask "How can I help?" He will build a bond whilst making sure work is on track.

It was not easy in the beginning but change often never happens without struggles. The key was to keep going because the more you do the better you get.

And when your people realise that you are truly committed to change. they will support. Here is how his team supported him -

1. Communicate often and consistently. Walk him through the Gantt chart so he understood every step they will take to get the job done, know when it will be completed and can include any missing piece.

2. Ask for advice. It leverages the manager's experience, eases insecurities especially when the team used the advice.

3. Predictability. Most managers, let alone micromanagers, don't like surprises. So if there is going to be a delay in submission, they would let him know as early as possible, plus their plan to get everything back on track.

So what if a Micro Manager gives TRUST first? Then he will stop being a micromanager and start becoming a leader. And in this journey, s/he will learn that -

1.Trust is the bedrock of everything good. If you want trust, you must give trust first.

2. Your team is everything. If they don't succeed, you will fail - no ifs, no buts.

3. Trusting someone who has no idea or experience of how to accomplish the task and hoping s/he will figure it out is not trusting- it's an abdication of a manager's responsibility to help people be successful.

4. Empowerment requires knowing your people - do they have the desire and the ability to do the task? Sometimes you give too much or too little control. And some people want empowerment whilst others run away from it. Keep empowering and mastery will follow.

5. You can empower all you want but the buck stops with you! If they mess up, reprimand, help them reflect but you always back your team no matter what. Why? Review points 1 and 2 again please!!!