By Liz Reyer
RISMEDIA, April 8, 2008-(MCT)-If you know (or suspect) that you’re a micromanager and want to change, you need to understand why you’re micromanaging and develop skills to allow your team to produce while you focus on leading.
Whether you’re a star performer who was promoted to management or you’re managing in a new area where you haven’t done the work yourself, micromanagement can creep in. There are many drivers, such as loss of control or a sense of inadequacy. These all arise from the same inner issue: fear.
Why fear? Ask yourself: “If I don’t micromanage, what could happen?”
Team members could make mistakes. They might not do the work as well as you would. They may do it in a different way than you did; their way might be even better, which could make you feel less valuable. Or maybe micromanaging is the only way you know how to manage. If you stop doing it, then you won’t know what you should do. What’s worse, your boss and peers may see that you don’t know what you’re doing. When you think about these possibilities, how are you reacting inside? Does your “fight or flight” response kick in?
The problem with fears is that they lurk just below the surface and remain unexamined. When you become conscious of them, they lose their power. Have a look at what worries you and assess how realistic it is. For fears that have a lot of power over you, create alternate responses. For example, instead of “their way is different, so they must be wrong,” try: “Their way brings new possibilities, which reflects well on me as their leader.” Once you have addressed any limiting fears, it’s time to change your behavior.
Your goal is to have a successful team. To do that, you need team members who perform well and a team leader who leads them to success.
Part 1: Focus on communication and trust.
To help your team members excel, try these tips:
- Assign tasks that include clear, specific and time-bound expectations.
- Allow employees to develop the specifics of how they’ll accomplish the task.
- Set up status reporting that fits the scope of the assignment. (Beware of burdensome reporting, a classic sign of micromanagement.)
- Let employees know that you’re trying to change, and give them a safe way to point it out if you slip.
Part 2: Be a leader.
Try the term “microleader.” You never hear it, because it makes no sense! The language of management lends itself to command-and-control approaches that no longer work in many environments. Instead, leadership skills bring more value and will increase satisfaction for everyone, including you. Options include:
- Investing in each employee through coaching, challenging work and development.
- Removing barriers to success that your team members face.
- Expressing a meaningful vision that helps team members see the value of their contributions.
Most team members don’t want or need to be hovered over. As you let go of fears about creating a different type of relationship with your team, you’ll break your micromanagement habit.
Liz Reyer is a credentialed coach with more than 20 years of business experience. Her company, Reyer Coaching & Consulting, offers services for organizations of all sizes.
For more information, visit www.deliverchange.com/coachscorner.
© 2008, Star Tribune (Minneapolis)
Distributed by McClatchy-Tribune Information Services.
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