You Micromanaging?

"NO! Of course I don't!" could be the most natural, quick response. Now if I invite you to pause and check if you exhibit some or any these traits, unconsciously, unintentionally, and you let yourself introspect and figure them out about yourself, you are doing a favor to yourself and the people in your life, not only at work, but in your personal life as well.

It is important to do this exercise because it is quite difficult to spot these even in others, leave alone in ourselves. But the damage done and the friction it causes are evident and damning. It may not be your intention to be one, and you truly want to be a good leader, manager, family member who wants to see the best in others.

So what are some of these traits which are glaring micromanaging features?

1. You would like to be involved in every detail of a task. You don't like it when things pass without being run through you. You do frequent check-ins to confirm.
2. You don't feel confident that the others are capable of taking decisions and acting upon them, without your intervention. You don't totally trust their capabilities or judgment.
3. You feel that unless the task is done to perfection, to your expectations, it is not good enough to pass.
4. You take up the load of work and end up overworking as you find it difficult to delegate. You are everywhere!
5. It annoys you to see that someone has taken up something and went ahead executing it, however small a task it is, and even when you don't see any major damage because of that( its is just that you were not looped in!!)
6. You often find yourself uncomfortable receiving feedback that is against your self-image.
7. You justify your control as 'necessary' and may get defensive if pointed out.
8. You have noticed some frustrations in your people, but you don't think that is because of you. People have even left your company, but of course it is not you, it is because they are misfits!
9. You wonder why people don't take initiatives and show the enthusiasm that they should be, but then, that is their problem, nothing to do with your treatment of people.
10. Delegating is very hard for you.

The list is not exhaustive. We all are micromanagers in some form or the other. It becomes stifling when we become stumbling blocks in others' paths, and hinder their growth and fulfilment.??

It is important and indeed necessary to check with all the stakeholders on their experience of you. What is it that they think about your managerial/leadership methods? Is it allowing them to go above and beyond or is it restricting their capabilities of reasoning, thinking, problem solving and decision making? Do they even feel comfortable and confident to give you honest feedback, without the fear of negative consequences?

?

Reflect on your Management style:??

1. Honest introspection: Micromanagement often stems from underlying fears (fear of failure, fear of losing control) or perfectionistic tendencies. Awareness is the first step to change.
2. Shift your focus to results, Not processes: Communicate clear goals and let your team decide how to achieve them. Let them build their own style of working. You are grooming leaders who can take ownership and stay accountable.
3. Build Trust: Observe how your team handles responsibilities without immediate intervention. Trust them, allow them to learn from their mistakes while you stay a guide and mentor.
4. Start Delegating gradually: Assign small tasks and allow your team to take ownership. Resist the urge to interfere. People learn through experimenting and confidence.
5. Take Support: Coaching can offer support when you are trying to change your perspectives and transition to a more empowering management style.?

This is the starting point of self development and helping others flourish.

Be the Leader you always admired!