When could you consider trusting your team and letting them do what needs to be done? What is fast enough in delivering output and when do you step in?
Is micromanaging your team your daily approach?
A typical day of yours as a leader usually starts with emails and coordinating with your team to get things done. With a million things on your plate, you start handing out assignments to each member of your team. And throughout the day, either you let them be and do your own tasks or connect with some of them to know the status of the work.
While your subordinate’s typical day would be almost the same, they will do what you asked for and everything else on their daily plate. And during the course of their day, instead of them taking a break, they speak with you to discuss progress on your ask. If you are not satisfied, you ask for more and they do it again almost at the end of their shift which results in them doing more hours and almost having the same hours as you do.
In one of your discussions with one subordinate, you give specific instructions on how to do this and that – where to put the data, what color, what table size, and so on – while watching them do it over a virtual meeting.
And your subordinate feels uneasy because of the pressure you are giving them because instead of them doing it and figuring it out, you are there, watching them, how they do things, and calling out every mistake or everything that is not to your liking.
Micromanaging is a result of two things – a leader’s need to be right all the time and a subordinate’s procrastination.
A leader will always micromanage because the subordinate would not deliver it right or on time. It becomes a question of the ability of the person to deliver. If that person continues not to produce the desired result on time, the leader would be watching everything the subordinate does. While this is very stressful, it is sometimes the result of the subordinate’s behavior.
A leader’s inclination to micromanage often stems from a lack of confidence in the subordinate’s ability to deliver work on time and according to expectations. When a team member consistently fails to meet deadlines or produce the desired results, a leader may feel compelled to closely monitor their work. While this approach can create a stressful and tense working environment, it may unfortunately be a consequence of the subordinate’s consistent behavior. In such cases, it’s crucial for both the leader and the team member to communicate openly and work together to address the root causes of the performance issues. Building trust and providing the necessary support can often lead to a more productive and harmonious working relationship.
A subordinate will experience being micromanaged because the leader would want certain things to be done his or her way. The leader who thinks he or she knows better or since he or she has a higher position would always be right would tend to be looking for mistakes all the time and will prevent his or her team from growing.
The experience of being micromanaged by a leader can be quite frustrating for a subordinate. This often occurs when the leader feels a strong need for things to be done in a specific way, typically their own way. Such leaders may believe that their position or knowledge entitles them to always be right, and this mindset can lead to a constant scrutiny for errors within their team. Unfortunately, this behavior can hinder the growth of the team, as it discourages independent thinking and initiative. The absence of autonomy and trust within the team can ultimately stifle creativity and productivity, creating a challenging environment for the entire group.
A lot of articles that I have read talk about micromanaging as a faulty characteristic of a person in a leadership role. To me, it is a two-way street, and it all starts with trust. If the leader can not trust his or her subordinate because the latter is not producing the results needed, it will result in micromanaging. If the leader does not trust his or her subordinates because he or she thinks is better than them, then it would result too in micromanaging.
Micromanaging indeed emerges as a prevalent issue discussed in leadership literature. It’s often depicted as a shortcoming, indicating a lack of trust in one’s team. However, upon closer examination, it becomes clear that the dynamics leading to micromanaging are multifaceted. At its core, the manifestation of micromanaging is contingent on the foundation of trust within the leadership-subordinate relationship.
The concept of trust plays a pivotal role in preventing micromanaging tendencies. When a leader struggles to place trust in their subordinates due to perceived inadequacies in performance, the inclination to micromanage intensifies. Similarly, if a leader harbors an underlying belief of superiority over their team, this too can culminate in a propensity for micromanagement.
Effectively addressing micromanaging involves fostering an environment of mutual respect and trust. It necessitates a clear delineation of responsibilities and expectations, along with open channels of communication. Furthermore, nurturing a culture where team members feel empowered to make decisions within their realm of work is crucial in mitigating the impulse to micromanage.
In conclusion, the complexity of micromanaging in a leadership role underscores the need for holistic approaches that prioritize trust, clear communication, and mutual respect within a team’s dynamics. By addressing these underlying factors, leaders can cultivate an environment where micromanaging tendencies are minimized, thereby fostering a more cohesive and productive workspace.
So, to you, the leader out there, do not put yourself on a pedestal. You are not better than your team. In any leadership role, it’s essential to remember that humility and empathy are key attributes. By recognizing and appreciating the diverse skills and perspectives of your team, you can foster a more inclusive and cohesive work environment. Leading by example and embracing collaboration can inspire greater trust and teamwork, ultimately leading to enhanced productivity and job satisfaction. Therefore, as a leader, it’s crucial to lead with humility and treat each team member with respect, valuing their contributions and creating space for open communication and growth.
And, to you, the subordinate out there, be trustworthy enough that you produce the needed results. It is crucial for the effectiveness of the team that each member fulfills their responsibilities with trustworthiness and reliability. By maintaining these attributes, you contribute to the overall success of the group and the attainment of the desired outcomes. Your commitment to delivering the results required demonstrates your dedication and contributes to building a cohesive and efficient working environment. Therefore, always strive to uphold the trust placed in you and continually work towards meeting the expectations set for you.
Stop blaming the leader. Stop blaming the subordinate. It is a two-way street.