But I Don’t Want to be a Micromanager!
Each week, I provide insightful solutions and practical advice to your most pressing leadership challenges, helping you navigate leadership in your personal and professional life.
Hi Midja. Over the Xmas break I was promoted from a technical position into a team leader role at a professional services firm. A month in, I’m realising I’m having a hard time restraining from diving into the details of every project on the team and maintaining enough oversight over the team without being overbearing. Have had a bad experience in the past with micromanagement and don’t want to become that guy.
Any advice would be helpful. Thanks, Mark.
Mark, congratulations on your new role as a team leader! I can think of a few micromanagers I’ve worked with before and if I’m honest, I’m sure I’ve spent time focussing on work that I should have delegated to someone else. Even now in my business, I can find it challenging to restrain from diving into the details.
In a vlog I shared recently, I asked 2 questions I think all leaders should ask themselves regularly:
1. Is this task the best use of my time?
2. Is there someone else that could learn from doing this?
Moving from a technical role to a leadership role, can be exciting but also a little scary. As I often say "what got you here, is not going to get you there.” It’s time to think and act differently as a leader. Your job now has shifted from achieving results yourself to achieving your results through others.
Finding the right balance between providing guidance and allowing autonomy can be tough but it’s essential when stepping up into a leadership role.
Here are my top tips to help you avoid being a micromanager:
Communicate your expectations when delegating. When everyone understands their roles and responsibilities, there is less need for constant supervision.
Provide the right resources. Ensure your team has the necessary tools, training, and resources to carry out their work effectively.
Get great at delegation. Assign tasks based on team members' strengths and skills. This will always be shifting as your team learn and grow.
Extend genuine trust. Demonstrate your trust in your team members by giving them autonomy and recognising their expertise. Give them the space to excel in their roles.