Micromanagers believe they need to control aspects of their employees’ work and decisions to an extreme degree, and it can affect employees’ motivation and rob them of learning opportunities.
Harvard Business Review offers the following ways to ensure you are not being a micromanager.
- Focus on outcomes, not process. When you assign a task or project, describe the outcome you want—not every step you the person should take. You want to give employees autonomy and space so they can step up and complete the job.
- Set clear expectations around feedback. When you begin a new project, discuss when and how you will provide constructive input. You will be able to step in and redirect the flow of the project when necessary without being overly involved.
- Manage up. In conversations with your boss, talk about how you are helping employees grow, where they are shining and your long-term plan. It can help you build trust, demonstrate competence and remove some pressure that often leads to micromanaging behaviors.
