As a leader, you have to be honest with yourself and understand why do you micromanage? What is the root cause? - you need to feel in control? - you worry too much for every details? - the team has not yet develop the trust level you need in order for you to let go? - the project is important and cannot afford mistakes? Micromanaging out of worry and need for control would be a state of mind where you need to handle internally. However for point 3 and 4, you can communicate with your team on why you need to be more involved for now and how they (and you) can work towards a better workflow and peace of mind. As a leader, you have to steer the ship well, keep the crew happy and make sure you take care of yourself too.

I once heard from my C-level team the phrase "Trust, but verify", and I totally agree. Applying SMART goals and validate that they are understood is a great approach; however, we must take into account employee turnover and therefore, you sometimes have to spend more time with some team members in order to get them on track of what is expected and according to the company culture. I don´t know if that is micromanagement.

A good practice is to bring team members early into the discuss and co-create the purpose, scope and deliverables of each project. Gone are the days where the manager knows everything. Nowadays, we’ll depend on each team members’ experience and expertise to bring a project to fruition. As leaders, we should aim to guide and facilitate and guide each team member on creating their own SMART goals that ultimately converge into what the rest of the team is doing. Help them find the right pieces of puzzle and guide them to completing the puzzle together.

Understanding the two types of expectations helps you reduce micromanagement tendencies. - Inputs are projects, tasks, initiatives, and action plans. - Outcomes are metrics that represent impact. As a result of your hard work on these projects, tasks, initiatives and action plans (inputs)...this thing (outcome) happened! If people know what the required outcomes are, they can be strategic about choosing and adjusting their inputs...and you, as their manager can let go (a.k.a. trust your people). When you release autonomy over the inputs, people take ownership of their results. "I tried this, and it led to..." The opposite is also true. If you drive all the inputs, then you have to take ownership of all the outcomes.

As a leader, it takes discipline and a strategic mindset to take time to think through the purpose, deliverables, and standards for a project. Leaders can get caught on the hamster wheel of completing tasks and let the pressure stop them from taking time to strategically plan, but in the end, the strategic planning time done at the beginning of a project will save incredible time and frustration throughout the project. Planning is worth the investment up front.

It's first worth understanding that micro-management isn't what the manager does, it's what their person FEELS. Second it's vital to understand that you're not there to TRUST your people, you're there to MANAGE them. If you give a task to your people and then walk away with the assumption it'll get done (i.e. trust) then you've abdicated responsibility, not delegated. This is not management. Once you have made your goal clear, ask the person you're delegating to, when they think a good time would be to check-in. At the same time, think for yourself, "What's the longest I could wait before knowing this tasks is in trouble". Use the answer to both questions to come to an agreement. This will avoid them feeling micro-managed.

Managers often have a point of view on how the goals should be achieved. But you have to remember that there can be multiple ways to get to the goal and ALL those ways can be the right ways. The team doesn't need to follow your way. By doing so you can build an inclusive team that has psychological safety to experiment and innovate.

Leadership is about striking the right balance between guidance and trust. Overseeing too closely stifles creativity and dampens morale. True delegation empowers teams with autonomy and resources, while genuine trust respects their perspectives and decisions. By valuing and entrusting our teams, we foster a collaborative and high-performing environment.

Delegar no es "laissez faire"; es una habilidad estratégica que requiere compromiso. Se trata de lograr el equilibrio entre supervisión y autonomía, permitiendo que cada miembro del equipo despliegue lo mejor de sí mismo.

If you have a tendency to micro-managements, there are a few ways of avoiding: > establish a regular monitoring system, and follow the schedule, so employees will not feel attack by unexpected controlling. > remember that everyone has different style and speed of work, not the same that you > by micro-management you make people to feel you have control and so is not they job to feel fully responsible for what they do. >do not came to their desk and check, rather came and talk. Micromanagement is directly connected with a type of manager competences and personality, most often incompetent and having no substantive tasks of his/her own, and so with neurotic focus on others work.

Clear communication and coaching are probably the two most useful tools to avoid micromanagement. Once the team knows clearly as to what you expect from them, and also learn how to deliver that outcome, it's mission accomplished for you as a leader!

Giving well thought, constructive feedback, is Absolutely Critical to team member development. With my team I provide Feedback in Small Doses But Regularly. The approach I take: 1st establish What they have done really well (appreciate) 2nd establish What they have done less well (set the focus) 3rd explain Why they need to improve on the less well (give the logic) 4th show them How to improve in these areas, Give guidance, Showcase examples (empower) The ultimate aim of most Feedback sessions is to fuel team member improvement in areas of weakness, to activate their personal growth. Therefore, the priority of most feedback sessions should be: Nurturing. Providing solid guidance. Activating better performance.

Foster Open Communication and Trust Build trust with your team through open communication. Encourage them to share progress, challenges, and ideas freely. Listen actively and provide support when needed. When employees feel heard and valued, they’re more likely to take ownership of their work. Trust is the foundation of autonomy; the more trust you cultivate, the less temptation there is to micromanage.

It is vital to have an open minded player in your team. This can be identified during hiring process. We must be able to accept challenges and not afraid to challenge others with the end is set in mind.

Feedback should be regular and it’s should be done constructive so that the teams should believe your intent too Coaching plays an important role always while giving them Feedback

While these are great tips on WHAT to do to avoid micromanagement pitfalls, the more important question is, HOW will you do it? The first step is to identify what they are. Second, while you empower your team to solve problems, for the manager to evolve, they need to empower their team to hold them accountable when slipping back in micromanagement mode. Here are the top toxic traps that trigger micromanagement: 1-Coaching in your own image. "It worked for me so it should for you." 2-Lack of trust in their team & themselves. 3-Fear (of not getting results, hitting quota, failing at coaching) Stop making coaching about you & what you have to gain or lose & make it about the coachee & the value you deliver to help them attain their goals.

Give your team the opportunity to step outside their comfort zone, and fail. While there may be a stumble or two early on, they will end up in a much better place and deliver much more comprehensive, thoughtful and strategic work. Some recommended steps to consider: 1. Clearly define goals, objectives and expectations 2. Assign appropriate levels of authority and responsibility to team members based on their skills, expertise, experience. 3. Create environment where open and transparent communication is encouraged. 4. Ensure your team has access to necessary resources to be successful 5. Be available to provide guidance and support as needed. 6. Encourage a culture of continuous learning and improvement.

Teamwork is like running a relay race. Delegation is handing the baton to the next runner. It's trusting that they will get you across the finish line. Yes, you can run as well but let's face it - we can't do it all. Instead, enable others to excel based on their skills and interests. Believe in them. They will deliver!

To ensure that the team is empowered to work independently, as a leader your own expectations on: - how you will communicate with the team, - how often you expect to receive feedback, as well as, - how the team should prioritise particular requests is crucial to identify early on with the team. The team should also have the space to identify what they require to arrive at a quality solution. From there, the leader and team must contract on how they will arrive at a set way of working together to achieve deliverables. Leaders who are prone to micromanaging, may require regular feedback to feel that the team is in control and that the quality of the solution is at a level acceptable to the organisation's/a particular benchmark standard.

Fearing that team members may make mistakes is an Excuse many leaders will give for their tendency to micro manage. Ultimately micro management is Smothering. > It stifles team member personal development > It makes it difficult for others to breathe. The system that I deploy, when I am worried that a team member may make mistakes - due to inexperience or dealing with the unknown - is I act as a line of last defence. Before they respond or act I ask that they talk to me first, email is usually enough, quickly map out their Thoughts and Plan of Action. I give constructive feedback and improve. Once I am comfortable they understand what to do and how to do it, that best practice has been learnt, the fear of mistakes is removed.

Here are some ways that I like to do this: 1. Send written thank you notes specifically acknowledging what they did and the value created, consider coping in senior leaders or colleagues for additional visibility. 2. Celebrate in town halls, team-wide announcements, intranet, etc 3. Present individuals with awards or certificates to commemorate their achievements. It's a tangible reminder of their hard work and impact. 4. Offer them professional development opportunities - attending a conference, workshops or training. 5. Give them time off, to recharge and spend time with loved ones or pursue personal interests. 6. Involve them in stretch projects, or assignments that are high-visibility, for growth and career advancement.

Leading a team goes beyond tasks and timelines; it's about weaving together stories, dreams, and aspirations into a collective tapestry. Personal touches, like heartfelt handwritten notes or taking a moment over coffee to connect can make all the difference. Celebrate every achievement, big or small, as a collective win and make it a point to cherish personal milestones, showing team members they're valued beyond just their work.

Recognising and applauding good performance is the sign of a Self-Secure Leader. Someone that others will be attracted to follow. Praising individuals when due, whether 1 on 1, to the team at large, or to people outside of the team, helps to create a strong team bond, it generates commitment, it establishes trust, drives loyalty. Because it empowers team members, it fills their tank with energy. They know that if they work hard they will be appreciated. If you see your Boss as a ME ME ME character, it destroys team motivation, removes their drive to outperform. A Self-Secure Leader knows that acknowledging team member Success Only Makes Them Look Better. They certainly do not need to destroy team spirit by being ME ME ME.

Absolutely! Thank you for sharing these powerful and insightful nuggets. It is important to recognize that as leaders, we may sometimes underestimate the capabilities of our staff. Your points highlights the significance of trusting and empowering our team members. It is also essential to create an environment where individuals feel comfortable taking on responsibilities and are given opportunities to demonstrate their skills and abilities. By fostering a culture of trust and support, we can harness the full potential of our team and avoid unnecessary burdens or setbacks. A leader who excessively controls or micromanages hinders the progress and development of both the organization and its employees.

You have to trust and always try to hire talent who can be better then you and at every stage recognition plays an important role because of which teams are driven So acknowledge there roles and give them Responsibilty and should be trapped in flattering In professional career u should be wary or flattering and hard work which is very important

It’s only micromanagement if they don’t need it or feel that it is. 1. Be flexible. Determine if your team is young and inexperienced and will need more detail in helping them succeed. It’s a spectrum that depends on recipients. You will need to intensionally calibrate how you manage different teams. Ask for feedback. 2. How you go about helping matters. Ask for their input. Allow for participation and when you follow up, give space and use questions to unpack how they achieve the goals (not the steps) and what they learned and how to improve. Celebrate. Recommit. The key is to share the purpose/why, demonstrate you are here to help (if they need it or at least to sanity check plans) and orientate the team towards learning and growth.

Micromanaging is not only a professional anti-value, but it also reflects one’s character. Throughout my professional career, as i was climbing the ladders of the corporate world, i did unintentionally micromanage. Here is what helped me: 1)Learn to trust your team members. 2)Learn to delegate and promote autonomy. 3)Establish work processes emphasising productivity and accountability. 4)Define goals and put deadlines in place. 5)Work with yourself. Micromanaging is a control issue rooted in your subconscious mind.You either think you can do everything yourself or you are not able to trust your team.

Accountability: Let each member of your team understand that they are accountable for the outcome of their performance once afforded all the 6 key considerations (listed above) for avoidance of micromanagement.

To foster a productive work environment free from micromanagement, start by selecting the right team members and delineating their roles clearly. Enhance communication to ensure clarity and comprehension. Prioritize tasks effectively and allocate time wisely to avoid being overwhelmed. Cultivate a feedback-rich environment, addressing disputes constructively. Embrace adaptability, navigating changes without falling back on micromanagement. Provide mentorship and coaching, remaining receptive to input from your team. Regularly reflect on your leadership approach. Above all, lead with trust, professionalism, and dedication to your team's success.

Micromanaging others may make a person feel: "Strong" "I am the Boss" "Take away the concern of team members Making Mistakes" "Ensure that all Success can be attributed to yourself" But these are All the Thoughts of a Highly Insecure Leader. Even worse - the Utter Inefficiency. All that Wasted Time watching over the shoulders of team members, analysing and criticising, in the process eroding team bond, commitment and loyalty. Blocking the engine from Full power. All that Time could be better spent driving More Success for the Team, leading from the front. Set in place systems to help Catch mistakes before they happen, give small feedback doses frequently. Empower your team so that you do Not have to Micromanage and Can Lead.