"I am not a micromanager." We have all heard it -- from the mouths of many well-known micromanagers. And we have all watched colleagues roll their eyes in response to this fallacious pronouncement. Micromanagers in leadership roles can stifle employee creativity and motivation. Micromanagers can create toxic work environments and cause teams to focus on insignificant details rather than the bigger strategic picture.
If you are working on curbing your own tendencies to micromanage, here are five tips to help you do so:
Recognize that there are often several ways to accomplish the same goal. One subtle sign a leader may be micromanaging is if their first reaction is to think about how they would have done it differently - and then holding on to "the way" they thought of, rather than exploring the way of others. Being open to the many possible approaches to solving a problem is a solid first step to curbing one’s tendency to micromanage. Micromanagers are often very good at the tasks and projects they are micromanaging - after all, that is often how they came to be the leader in the first place. It can be challenging to go from being the individual who is known for doing it well and doing it right to suddenly stepping back and managing others. Pause long enough to remember there is often more than one way.
Notice your own urge to make changes and suggestions. Just notice the impulse - try not to act on it. It is often easiest to provide the answer or make adjustments to align another's work with one's own ideas and thinking. Noticing the urge to jump in and “fix” is an important early step in curbing micromanagement.
Be curious. It often takes more time and effort - at first - to be curious and ask someone to explain their thinking and approach. By using powerful coaching questions such as, "What was your process?" "How did you come up with that?" and "Tell me more," the leader presents with curiosity rather than as a micromanager. These open-ended questions actively encourage others to share their work and ideas freely. The leader benefits from different perspectives, which may influence their own thinking. Team members feel empowered, and trust is built with the supervisor.
Be specific and clear when setting objectives and expectations. Leaders may feel compelled to micromanage when they notice a project is going off course, swooping in constantly to make course corrections. To prevent this, set clear objectives and define the project's outcomes from the very start. Also, set expectations around how you will work together, communication frequency, and identify regular checkpoints in advance. This structure will allow staff the space to feel empowered to do the work, and the supervisor will regularly check in on progress.
Focus on Inspiration vs. Dictation. Effective leaders must be skilled at inspiring others to achieve results. By lifting up out of the level of process and focusing on developing individuals and the team, the group is able to effectively collaborate and achieve the desired objectives. With this approach, team members feel motivated and empowered and feel pride in their results.
By encouraging a two-way flow of ideas rather than a top-down approach, the leader will foster trust and autonomy within the team. An effective leader serves as a coach, supporting the team's success and recognizing that success can often be achieved in more ways than one. If you are receiving feedback that you need to get out of the weeds and see the bigger picture, contact us to learn more about how our leadership coaches can work with you. You can also download our Transformational Leadership white paper to get more insights from our team.