Article was contributed by: Maria Lees, Team Writer with Sarah Boxx
No one enjoys being micromanaged, and yet, many of us quickly slide into micromanaging others when given a position of leadership. It isn’t something we intend to do. No one sets out to be a “micromanaging boss” but without intentionality in your leadership style and decisions, it’s easy to become just that.
Why?
Directing a team comes with a great deal of responsibility. Not only do you feel the weight of your own personal tasks and responsibilities, but you also carry the responsibility of making sure your team is successful in their work.
This isn’t a bad thing. In fact, the role of guiding a team towards success is the very essence of leadership. However, the way in which an individual goes about guiding their team is what truly sets the highly effective leaders apart from the micromanagers.
So where does this micromanagement habit actually begin?
For many, it starts with the thought, “If I take care of it myself, I’ll know it’s done right.” Sound familiar? If you’ve found yourself thinking these words, chances are you’ve been using them to guide your managerial decisions for years, quite possibly reaching back to those familiar grade school group projects.
This thought pattern can lead to:
- Lack of delegation
- Over accountability
- Disengaged team members
Micromanagement habits can also be born in moments of unclarity. When you and your team lack clear direction regarding your goals, it’s hard to delegate and involve your team in daily work. In these situations, leaders often take the bulk of responsibility upon themselves because they aren’t sure what tasks to offer to other team members.
Why is micromanagement an issue?
- It communicates a lack of trust.
If you as director assume all major responsibilities or attempt to dictate exactly how your team members are to accomplish the tasks outlined for their specific role, they may begin to feel as though you do not consider them competent and capable to do their jobs. This can be both frustrating and degrading for your team members, a combination that will not lead to effective work.
- It stifles creativity and innovation.
You’ve heard the phrase, “two heads are better than one?” Your team is full of creative minds and individuals with specific skills and experiences to offer. Use them. Your team will achieve bigger breakthroughs and larger accomplishments if you fully utilize their many skilled and talented minds. If you don’t? It’s disempowering and sends the message to them that say, “don’t bother taking initiative,” because you will tell them to do it “your way” instead. - It leads to burnout.
This applies to both you as the leader and your individual team members. Micromanagement requires you to take more onto your plate than is really beneficial for one person to manage. The longer you do this, the more likely you are to experience burnout. Likewise, your team members will likely only put up with being micromanaged for a limited time before they feel undervalued, unchallenged and choose to take their careers elsewhere.
If you realize that you as a leader have fallen into the common habit of micromanagement, don’t worry. Like any habit, with some work and intentionality, you can change and adapt your style of leadership in a way that will lead to a more positive work experience for you and your team.
Have you ever been micromanaged by an employer? Found yourself micromanaging others? We’d love to know what you learned from that experience in the comments below.
