- Resist delegating.
- Immerse themselves in overseeing the projects of others.
- Start by correcting tiny details instead of looking at the big picture.
- Take back delegated work before it’s finished if they find a mistake in it.
- Discourage others from making decisions without consulting them.
John Breen is a lead software engineer at a Washington, D.C.-based company. C. -based healthtech company Laerdal Labs, hated being micromanaged. It won’t make you more popular or increase your sense of loyalty, he said. Instead of feeling accomplished, he felt inadequate and untrustworthy when it came to handling tasks on his own.
Breen, who is currently in a management position, is aware that the urge to micromanage originates from a place of fear. Breen began establishing greater trust with his direct reports after coming to that realization. “Trust is the foundation of everything,” he said. “You have to have faith that people are trying their best,” ”.
3 Easy Ways to Stop Micromanaging | Galen Emanuele | #culturedrop
What is micromanaging?
A supervisor who practices micromanaging closely monitors or controls the work of those who report to them. When an employee is being micromanaged, their work is frequently observed closely and they receive frequent feedback on their methods and output. This management approach ensures that employees complete their work in the manner that the manager desires, which can produce results in the short term, but it negatively impacts employee and company morale in the long run. Higher employee turnover can occur as a result of employees feeling that their manager doesn’t think they are capable of performing their duties.
How to stop micromanaging
Here are some steps you can take to stop micromanaging your team if you suspect that you are:
1. Reflect on your behavior
Understanding why you micromanage is the first step in quitting. For instance, you might be worried that your team’s performance will reflect poorly on you. Change the narrative in your head and put more emphasis on the benefits of not micromanaging and the reasons why you should refrain from doing so. For instance, if you stop micromanaging, your team will develop and grow while gaining more self-assurance. You may see a vast improvement in morale as well.
2. Ask for feedback
Ask a trusted coworker for feedback on your performance or gather private information from your team. This can give you a clear understanding of the issue’s importance and the opinions of your team members. Understanding the larger effects of your micromanagement on your team requires taking this crucial step.
3. Prioritize what matters
Consider where your involvement is essential when deciding what tasks you should complete yourself and which ones you should assign. For example, leadership must be involved in strategic planning. However, managers should not be involved in the task of proofreading a presentation. Examine your to-do list and decide which tasks you must complete yourself and which you can delegate to other team members.
4. Communicate priorities to your team
The next step is to communicate your team members with your highest priorities once you have determined what they are for you. Tell them how frequently you’d like updates on particular projects, and be clear about the amount of detail you’d like to participate in. Asking how you can help and whether you feel you have the resources you require are other ways to show your support.
5. Set your team up for success
Determine whether the team is capable of completing the tasks before assigning them. Be truthful with yourself about their capabilities and only give them tasks they can complete successfully. Prepare and motivate your team for success on each project.
6. Set clear expectations
Be upfront with your team about the expectations for the project when you assign tasks to the individuals on the group. For instance, explain what success will entail and, if possible, give examples. If there is a deadline for when you need something finished, be sure to let them know. Inform them of any tracking requirements and objectives for projects or their general performance.
7. Step back slowly
Since it can be difficult to stop micromanaging at first, you might want to think about gradually phasing out those behaviors. There are several ways you could do this. Start with a less crucial or urgent project as a possible alternative. This gives you a chance to observe their performance when you aren’t actively involved.
Another strategy is to assign a project and then check in with other managers or coworkers to see how it’s progressing. Without having to approach your team directly, this can provide you with the details you need and reassure you that everything is fine. Additionally, it is wise to ask for more frequent project updates when you first begin to distance yourself from micromanaging.
8. Remove yourself physically
If your desk or office is close to where your staff members are, you might want to think about moving or, at the very least, closing your door. You can lessen your tendency to be tempted to step in and direct others’ actions by assigning responsibility to team members and then physically removing yourself from the area.
9. Build trust
When you stop micromanaging and give your team members the freedom to take on control and projects, be ready for them to approach you more frequently at first. Tell them you have faith in their ability to handle the situation.
10. Provide constructive feedback
When a project is complete, provide constructive feedback. Everyone wants feedback, so be sure to let the different team members know what you thought worked best and where you think there could be improvements. Giving your employees immediate feedback can influence how they complete tasks and feel about their performance.
FAQ
How do I stop being micromanaging?
- Put yourself in their shoes.
- Build their trust organically.
- Overfeed them.
- Coach up.
- Establish expectations.
- Talk it out.
- Mirror your boss’s behaviour.
- Ask for forgiveness instead of permission.
What causes someone to micromanage?
According to the Harvard Business Review, there are two main causes for why people micromanage: They want to feel more connected to lower-level employees Instead of managing staff who are now performing their old job, they feel more at ease performing it themselves.
Is micromanaging a form of anxiety?
By micromanaging, you’re trading your short-term anxiety for long-term trouble. A team that is micromanaged won’t function as well as a team that is well-trained, well-staffed, and can use its expertise to complete tasks.
What are the signs of a micromanager?
- Not seeing the wood for the trees. …
- Every task needs approval. …
- An obsession with constant updates. …
- Difficulty delegating. …
- The need to be cc’d into every single email. …
- Over complicates instructions. …
- The belief that no one is else is capable.
