Micromanagement is prevalent in almost all workplaces. Here are some tips on how to ensure you don't forget that you are a manager and not a micromanager.
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Micromanagement is so prevalent in the workplace that most of us are either perpetrators or victims of it. Ironically, nobody knows if they are a micromanager but everyone seems to dislike micromanagers.
Generally, the trend among leaders is to micromanage their team members. While the intention is good - raise performance, improve knowledge, etc. - the outcome is usually frustration, mistrust, and stress for both parties.
Therefore, there is a need for leaders to be self-aware and recognize if they have a tendency to micromanage. If they do, they should try to reduce their frequency & need for micromanagement by adopting the following practices:
1) Convey your expectations clearly
By setting clear expectations and communicating it to your team members clearly, you are reducing the need for interfering in their work. It's not enough for you to know what it is expected - your team has to know it too. Spending adequate time in establishing what they are required to deliver will work in your favour.
2) Explain the 'what' and 'why'
Most of us have a tendency to go into a spiel on "how to do something" rather than focusing on 'what is to be done' and 'why it has to be done'. By sharing the outcome expected and highlighting the importance, you allow your team to take up greater accountability and enjoy higher autonomy while doing their work. This will not only make them more creative and productive but also drastically cut down on having to micromanage them.
3) Define your metrics
When sharing the outcome or results to be delivered, ensure that you do not forget to define the metrics for success as well. These will help them understand what exactly you are looking for from them. Otherwise, individual differences may arise and you may feel the urge to step in and show them how to do it yourself.
4) Choose the right person
Everyone has their strengths and weaknesses. As a leader, one should be able to identify the right person to perform each aspect of the job or task at hand. By leveraging individual strengths, you will be able to ensure that you will achieve the intended outcome without feeling the urge to constantly check on the progress.
As we mentioned earlier, nobody likes a micromanager. By overcoming your tendency to micromanage, you will reduce the resentment & mistrust that your team has and foster a more trusting equation among each other. This will create an upward spiral of trust and respect that will reap greater benefits for the organization.
Questions for Reflection
Will using SMART(ER) goal setting techniques while establishing expectations and metrics reduce the need of micromanaging?
Is micromanagement a sign of mistrust in capabilities on team members?
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