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Micromanagement kills morale, causes inefficiencies and diminishes accountability. So why do so many leaders do it?

It’s not intentional. Managers want to see something get done and they often have a preconceived idea of what it should look like. They want it done yesterday, so they don’t have time to delegate. Furthermore, managers believe no one knows how to do it or lacks the initiative to tackle the challenge. Oh, and managers are going to be held accountable to the results.

Costly impacts

Micromanagement is not the answer for accomplishing tasks faster, better or cheaper. In fact, it’s the most surefire way to extinguish an employee’s enthusiasm and negatively impact an organization in a myriad of powerful ways:

• Less risk taking, less initiative, wasted resources. Employees will learn that a micromanager is going to direct in such detail that they will learn to wait for direction in what to do and how to do it.In a micromanagement environment, employees often end up waiting to execute; or they move forward only to be redirected by their manager, wasting valuable time and resources in the process.
• Less innovation. When people are being told what to do, there is little to no room for creativity or new solutions. The value of diverse thinking is lost because there is a feeling that mistakes are not acceptable. Micromanagement does not facilitate a “continual improvement” mindset.
• Lack of professional growth. Employees become stagnant when they no longer receive assignments that require them to think for themselves. They go on “autopilot.” Good employees thrive when they are challenged to surpass their personal best.
• High level of resentment. Micromanagement implies there is no trust of or respect for the person assigned to perform the task. This perception builds resentment.
• Reduced accountability. If they are only “following directions,” then employees tend to lack ownership of the outcome. If it doesn’t work out, they can wipe their hands clean of responsibility because they did only what they were told to do.

Clearly, none of the results benefit business. So, what can be done about a micromanagement environment?

1. A manager is a leader first, and an expert second. Serve as a coach to employees – cultivate their skills, growth, creative problem solving, etc. Become an expert at leading!

2. Focus on what, not how. What needs to be done? How will success be measured? Focus on results – not methodologies. Provide employees with the metrics and the parameters by which they must operate (e.g., timelines, decision-making authority, scope, resources). To help a team generate its own ideas, ask open-ended questions (not leading ones), and then be quiet and listen. Team members may know of a more efficient and affordable path to achieve a desired outcome.

3. Be clear about expectations! A common mistake is that managers believe they are being clear, when in reality, they are not. I’ve seen many managers develop an idea of what they want, but withhold that vital information from their team. A manager who can picture a successful outcome should share it.

4. Establish reporting tools and timelines. Delegation is about letting go – and that’s not always easy. Proper delegation still requires a manager to provide leadership and mentorship. The delegated work needs to be tracked to provide two-way feedback. Identify the assignment’s key tasks and milestones, and then determine when and how feedback should be given. This will give assurance that the project is on track and the opportunity to influence direction or decisions at critical points, rather than at random minor points along the way.

5. Provide context. People like to feel like they are contributing to something bigger than themselves. They need to understand why their assignment is critical. Context for the task allows employees to be more connected to the objective and remain motivated. Plus, when they understand the business context for the assignment, they make better decisions.

Take the K Communications Challenge:
How can you motivate your team to take calculated risks, be more innovative, take more initiative and own the results? Empower them! What will you delegate in the month ahead?

Karen Natzel is a business therapist. Contact her at [email protected] or 503-806-4361.