Micromanagement is a pretty big issue in the workforce.
There is a lot of information available about dealing with a micromanaging boss. In contrast, there is not as much information for the person who is a micromanager.
I think it’s important we have discussions and start becoming more aware of the signs of a micromanager, not just in, but in ourselves as managers.
This article will break down the five signs that you are micromanaging your team.
Let’s dive in.
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One of the biggest signs that you are micromanaging your team is that they are heavily reliant upon you.
If you expect everything to go through you, that is micromanagement. It has nothing to do with your team not having a good work ethic or not taking the initiative and everything to do with the environment you have set for them.
I want you to take a step back and examine your team. Do you have a team that is very dependent on you? Or do you have a team that is empowered in their decision-making?
Another sure-fire sign that you are micromanaging your team is if you have thought or said, why doesn’t anyone take the initiative around here? Why doesn’t anyone have solutions to these problems?
You have created an environment where they have become highly dependent on you. So now they do nothing independently and always have to come to you for approval.
If you find yourself immersed in the day-to-day operations of your job instead of working on the big picture goals, and your team has no idea why they do what they do. That is a big sign that you are spending your time micromanaging instead of doing your actual job. Which is focusing on your team members, and helping them develop, set goals, and then achieve those goals.
If you are so focused on the work you did before being promoted, you don’t have time to focus on your new position and the bigger picture goals while helping your team achieve consistent and outstanding results.
Take a step back, and take a hard look at where you are spending your time during the day. If you are immersed in the day-to-day operations, you are micromanaging, and you need to back off.
You can ask yourself some other questions to determine if you micromanage your team.
> Does your team have a vision?
> Does your team have specific metrics?
> Do you have a strategy to achieve the results you want?
> Do your team members have individual metrics to track their progress?
> Do you have clearly defined goals?
Are you leading as an expert rather than a generalist?
You are new to a management position, and you are expected to be a generalist. Whereas your position before as an individual contributor, you were expected to be an expert.
It is crucial to really understand the difference between the two. The expert is expected to have all the answers, whereas the generalist is expected to be concerned with the finite details of everything.
The generalist is expected to define the what and the why of things. They need to empower their team members to get from point A to B. You should be helping your team members see where they are and where they need to be.
If you find you are dictating a lot and leading from a place of being an expert, then that is a huge sign that you are a micromanaging boss.
I have found that many people in management roles that are perfectionists tend to micromanage.
If you have ever been told that you are a bit of a perfectionist, then being more aware of how you manage your team is necessary.
Giving your team wiggle room but then tweaking everything to get it closer to your idea of perfection is a sign of micromanagement and something to be aware of.
Do you find delegating tasks a challenge?
I want you to explore why that is. Could it be that you don’t trust your team? Do you know how to delegate and what tasks need delegation? Or do you feel like it’s just faster for you to do it yourself?
It’s important to learn how to delegate appropriately and get comfortable doing it.
Failure to delegate properly will add so much unnecessary stress to your life and cause you to be a micromanaging boss.
If you really struggle in this department, my New Manager Accelerator Program would be an excellent resource for you.
Part of the program’s framework is learning a three-step process for delegating properly so you always get your desired outcome without micromanaging.
The problem with micromanaging and delegating tasks is that even if you do delegate tasks, you hamper their abilities to do an outstanding job. They will do the task to your ability, so they will do a good job, but they will not be able to excel with you standing over them micromanaging.
It’s important to learn how to delegate correctly and then back off and let your team member, the expert, do their job.
If you are a micromanaging manager looking to improve and become the best version of yourself, check out the New Manager Accelerator Program.
July 22, 2021