How to Break Your Micromanaging Habits
When author Harry Chambers researched his book, My Way or the Highway, he conducted a survey of employees to determine how detrimental micromanagement was on their work lives. Here’s a quick summary of his major findings:
- Seventy-nine percent of respondents said they had experienced micromanagement.
- Sixty-nine percent said they had considered changing jobs as a result of it.
- Another 36 percent actually changed jobs to get away from managers constantly peering over their shoulders.
- Seventy-one percent said micromanagement interfered with their work performance.
- A disturbing 85 percent said their morale was negatively impacted.
Learn how to break your micromanaging habits, and those of other members of your team, by considering these tips from the Forbes Coaches Council:
Let people know what they need to do to complete a task or project, and that you’re accessible if and when needed. Make sure your directives include regular check-ins so you can make sure things are on track. Then, go back to your own space and your own work. Leave your door open, but leave your employees alone.
Manage expectations, not tasks.
Success is about results, more so than cherry-picking the activities involved in achieving them. Unless it’s unsafe, illegal, unethical or totally unreasonable, let people run with their own methods, ideas and solutions. This is how innovation is born. And in taking this approach, you will not only curb micromanagement, but also foster the flow of new thoughts and mindsets within your team.
You can only do so much.
Remember, you have your own job to do. Of course, part of it is managing others. But as a leader, you need to devote the majority of your time to the things that only you can accomplish. That’s why you have a staff in the first place.
Ask your employees how they want to be managed.
Some people need more frequent support and reassurance than others. Establish trust and autonomy by simply asking each team member “how often would you like me to check in?” As long as you mutually agree on these parameters, you’re good to go.
Manage your culture.
Communicate clearly the values, beliefs and behaviors that should be embodied in your company culture. When people understand how and why leadership thinks like they do, they can aspire to achieve results consistent with that culture.
It all comes down to trust.
Often, micromanagement stems from trust issues. You may not even realize it, but on a subconscious level, you don’t trust that anyone else can do a job as well as you could. Confront your personal issues, then work to develop trust and to empower your employees to succeed.
Team Up With Us Here, At Frontline Source Group!
To curb micromanagement and for further strategies to strengthen your workforce and develop your leaders, contact Frontline Source Group Chicago location today. We’ll personalize a plan to meet the unique needs and vision of your organization. To find the branch closest to you, click here.
Published on Jun 11, 2019