In the previous article, we have discussed the various characteristics of a micromanager and the negative impact they have on the team.
Reluctant to delegate, keeps a close watch and focuses on the minor details instead of the big picture are common signs of a micromanager. Anyone can exhibit these traits, they can stem either from the fear of being wrong, or the need to be perfect at all time.
As a manager, it is definitely not easy to acknowledge this is the current situation you are facing. You want to change but changes do not happen overnight. What to do to resist your urge to immerse yourself in every project and the urge to check on your staff every 5 minutes?
Acknowledge the issue
Micromanagement negatively affects the productivity, restricts the opportunity to grow, and constrains people’s freedom because basically everything has to go through you, the micromanager.
The first step to avoid micromanagement, or at least try to minimise its negative impact, is to acknowledge the issue.
Take a moment and ask yourself, what factors shaped your current management style. Once knowing the root of the problem, you will have a clearer vision of how to transition to a different style that is less “intense” and more suitable for the team.
Improve the relationship with your employees
Communication is key! If you have realised your issue, talk to your subordinates and tell them how sincere and serious you are about changing.
At first, receiving honest feedback from your staff can be tough, but when the time comes, let your ego go and stick to your plan to change.
Start with learning how to delegate tasks and how to do it effectively, such as define a touch base period during the project where your team report the progress to you. Resist the urge to involve without consulting others, or when it is not the time for the touch base report. Most importantly, encourage and create learning opportunities for your team members to learn and grow.
Give your employees the freedom they need
Give clear instructions, set goals and expectations for every given task. Envision how you expect the end result would turn out, but leave the execution to your staff.
If you are still worried, share your thoughts and ask how they plan to reach the set goal. You might be surprised with the insights that your employees present, and as a result, may yield even better outcomes.
No one likes to be micromanaged, on the other hand, no one wants to admit to being a micromanager either. The difference between a manager and a micromanager lies in the “micro”, where one puts their focus more on the big picture and encourages their employees to achieve higher grounds by giving them opportunities to fail, learn and grow.
By shifting your leadership direction to a more positive note utilising the methods mentioned above, you can redirect your effort to be the most effective manager you wanted to become.
How do you define an effective leader and how do you measure such efficiency? TRG Talent conducted a study about leadership in the context of globalisation. To read the full report, please click the link below!