12 Strategies to Stop Micromanaging
Delegation is difficult for many leaders. They don't want to lose control over the project or the process. And even after they begin delegating, they are constantly checking in on the employee assigned to the task. Team members feel they're being scrutinized and over-managed. This can lead to poor morale, lack of motivation and high turn-over.
The good news is, there are some strategies one can use to overcome micromanaging habits.
Physically remove yourself from the group - Even after delegating assignments, step away from the process. If you've given the group clear instructions, they will be able to manage the project on their own with minimal check-ins from the leader.
Manage expectations, not tasks - Managers usually spend a decent amount of time telling their teams what needs to be done. But what needs to be done and what is expected are two different matters. Effective leaders will do their best to ensure each individual member of a team knows what is expected. It is about outcomes, not activity.
Only do what only you can do - As a leader, you should focus on those activities only you can do. Properly training your employees will give them the skills they need to get the job done based on your expectations without you micromanaging them.
Ask employees how they want to be managed - Competent leaders ask their employees how they want to be managed - how often should you check in, how will they be held accountable, etc. In the end you both win.
Focus on managing your culture - Leaders should communicate with clarity about values, beliefs and behaviors that are embodied in the culture of a company. When employees understand how and why a leader thinks like they do, then they aspire to complete tasks and projects according to the values of the culture.
Trust your team - Many micromanagers do so because they have trust issues. They don't trust that someone else can do the job as well as they would do it. In order to succeed, seek to empower your team. If they aren't doing the task as you would do it, ask questions to gain understanding rather than criticizing.
Adopt a fail-forward attitude - Allow your team to learn through failure and openly discuss lessons learned. By adopting a fail-forward attitude, your team will achieve success much faster. Your job is to act as a coach. To develop others, you must guide, not steer.
Create transparency In project management - Implementing a project management system where leaders can view the status, notes or movement on a project can allow a leader to check on things without being overbearing. This transparency can create visibility that a leader might not otherwise have access to.
Be a facilitator, not a taskmaster - Encourage a strong line of open communication. Let your team know they can come to you with problems or questions. Show your team you trust them by sharing what is important to you and why.
Encourage an environment of intrapreneurship - Train your team to be intrapreneurs, which are essentially entrepreneurs within the company. Expect them to do more than just perform tasks asked of them. Expect them to maximize their creativity and skill sets by leading, innovating and being an integral part of the company's vision.
Set aside your personal desire to 'win' - Micromanaging is often rooted in an impulse to deliver the win. Many leaders get a charge out of being the one to find the solution. It can be tempting to indulge this habit, but stepping in front of the team sends a message that you don't believe they are capable of completing the objectives.
Give them more responsibility than you're comfortable with - This may not be easy, but giving your people more responsibility than you're comfortable with leads to creative, cohesive teams. Discuss the project, strategies and concerns upfront and be available to answer questions and give feedback. The more you practice this, the easier it gets.
It’s essential to establish clear communication channels and let your team know you’re there when needed. But, avoid being there when you’re not needed. Let your employees learn, grow, and experiment. Trust their judgment, skills, and expertise. As a manager, it’s your job to be focused on the bigger picture, not bogged down, micromanaging, in the details.
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