From the course: Management Tips

Being a leader, not a micromanager

From the course: Management Tips

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Being a leader, not a micromanager

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Here's a difficult truth, a lot of folks think they're being a leader when, in fact, they're closer to an overbearing control freak. The classic micro-manager, it's very common. You're an over achiever who knows how to get things done, so when you're promoted into leadership you feel compelled to hover over your employees to be sure their work meets your high standards. But now you've been warned micro-managing will rapidly hurt rapport and team culture Whether you intended to send negative signals or not, that's exactly what micro-managing does. It tells your employees you don't trust them, they're not competent, and without you looking over their shoulder, you think they're likely to mess things up. These are not the kinds of messages you wish to send. I'd like you to remember that your job is to focus on the outcomes more than the process. You focus on the what and strive to let them focus on the how. You can make that happen by following these three steps. First, spend time carefully clarifying instructions and expectations up front. The more effectively you assign tasks from the beginning, the less you deem to feel compelled to micromanage. And be sure to ask questions to verify that they clearly understand your expectation. Next, make a deal with yourself concerning how long you will wait before giving in to the desire to checkup on your employee's progress. Here's a great goal. Resist checking in until at least 60 to 70% of the allotted time has passed. Not only do you need that time to focus on your own work, but this tactic will also clearly signal to your employee exactly how much you trust them. Finally, once you do call or stop by, I want you to change the nature of your check-ins. That's right. Not only do I want you to check in fewer times, but differently as well. Instead of saying, let me see the work or is it done yet, make the choice to be helpful instead of simply evaluative. For example, ask, are you good? Are you on track? Or, is there anything I can help you with? The perfectionist in you will sometimes want to over-control certain situations. Even though your expertise is very useful to your employees, it turns out, giving them a little more space and autonomy. It makes them feel competent and confident, which increases the quality of their work. Let go a little bit more and you might be surprised at the work they produce.

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