Breaking the habit of micromanaging is crucial for the success and growth of your team. Making excuses such as being a “control freak” or wanting to keep a close watch on your team only hinders their progress. It’s essential to give your team the space they need to thrive and learn while also prioritizing what truly matters and learning to step back.
According to experts, if you find yourself too focused on details, constantly asking to be cc’d on emails, and rarely satisfied with your team’s work, you may be a micromanager. Muriel Maignan Wilkins, coauthor of Own the Room and managing partner of Paravis Partners, emphasizes the importance of stopping this behavior for the sake of your team. Micromanaging not only affects your team’s morale and growth but also detracts from focusing on what truly matters, as stated by Karen Dillon, author of the HBR Guide to Office Politics.
Although changing your ways may present initial challenges, long-term benefits will far outweigh the costs. Jennifer Chatman, a professor at UC Berkeley’s Haas School of Business, points out that while there may be some initial failures as your team learns to take on more responsibility, they will ultimately perform much better with greater accountability and less interference.
Here are personal efforts you need to take to reduce your habit of micromanaging;
1. Self-Reflection: Start by reflecting on why you tend to micromanage. Consider whether it stems from insecurity or fear, and focus on the negative impact it has on your team’s growth and the benefits of letting go.
2. Solicit Feedback: Seek feedback from your team to understand the impact of your behavior. This will provide valuable insights into the extent of the issue and its effects on your team.
3. Prioritize Core Responsibilities: Identify critical tasks that require your involvement and delegate other responsibilities to your team members. This will allow you to focus on high-priority items where you can add the most value.
4. Be kind to yourself: especially if you’re new to management.
5. Clarify Your Role: When intervening, make it clear that you’re there to assist, not to take control. Foster an environment where employees feel comfortable seeking guidance and support.
6. Align Your Involvement: Understand your employees’ problems fully. If the work is complex, engage deeply. Allocate your time and attention in a pattern that works for them. This might mean concentrated guidance when they encounter major hurdles or intermittent support over a prolonged period.
Here are signs of Micromanagement;
– Requiring approval for every task
– Taking on an unbalanced share of responsibilities
– Leaving employees unsure of their tasks
– Limiting flexibility and new solutions
– Creating a sense of disconnected authority
Here are some habits you and your team can focus on to preventing Micromanagement:
– Build trust with your team
– Focus on the big picture
– Practice letting go and allowing accountability
– Communicate clearly and provide detailed instructions
– Encourage learning and career development
It’s not easy to stop micromanaging, and sometimes you may not even realize you’re doing it. While it’s challenging to hear from your team that you might be micromanaging, their perspective can be biased. A wise leader should be mindful of how they treat others and how they are being treated. By paying attention to these dynamics, you can improve your leadership approach.
Read the above strategies over and over again to help yourself, your team, and the organization. Consistently applying these principles will foster a more autonomous, accountable, and motivated team.