“Any good leader knows that there is no place for micromanaging if we want to build a successful team.”
Yet, leaders across businesses are trying to find some semblance of control any way they can whether that means putting in place extended check-ins or pestering their staff every five minutes for updates on a new or current project.
Craving control is completely understandable given the responsibility of running a business or managing a team especially in the current climate.
With the stakes higher than ever, there’s the urge to know that the team is performing their best and has every tool they need to be successful.
But while micromanaging can be somewhat effective, it has been proven time and time again to cause more problems than it solves in the long run.
To avoid leaving a team frustrated and feeling like they’re not trusted, here are 3 simple 🔑 (strategies) advices to employ when leading a team.
1)Clear expectations to start with. 📖📚💭
When you and your team are not on the same page about when projects are expected to be finished, it is easy to slip into micromanaging.
To avoid this, set up a pathway as soon as a project is confirmed and share it with everyone involved.
Check that deadlines are reasonable for everyone on the team to meet, and then use whatever notification system to set reminders for deadlines
2)A realistic update process agreed by everyone. 📆
It’s reasonable to expect updates on the status of a project. However, checking every 30 minutes to get the latest on what’s going on, nothing is actually going to get accomplished.
Hence making clear when updates should be expected and when the manager will provide his employees with feedback. A team has been hired for a reason.
3)Managers should focus on the big picture. 🧮📊
I hear it all the time: there’s too much on the line to get this wrong right now!
As we all try to navigate this new normal, it’s easy to fall into the trap of thinking that every little task needs the seal of approval.
Because of this managers should focus on the big picture of the business, whether means planning or building a response or a strategy, instead of focusing onto tiny details that already are handled by the team.
Practically, what does this mean? It’s time to start delegating the review process to employees , trusting the team to be able to handle day-to-day operations, and blocking out time in the leadership schedule to tackle the growing needs of the organization.
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