YOU KNOW YOU ARE A MICROMANAGER IF . . .

Today, I want to give you some insight into what will happen in that workshop if you want to join.  If you want to attempt to take your staff from overworked to optimized on your own, today’s article should get you started.  

So, have you ever said these things about your staff? 

• “I feel like I’m constantly trying to delegate to my staff but everything keeps bouncing back to me so it’s just easier If I do it.” 
• “My staff does precisely what they’re told, but nothing more than that, and can’t seem to critically think when a problem crops up.” 
• “It’s frustrating. I feel like I spend all my time telling people what to do instead of doing the higher-level work I should be doing.” 
• “The alternative is scary too – I feel like if I don’t tell people what to do then nothing is going to get done at all or the right way.” 

Leading and delegating tasks requires a lot of trust. For many of us, that creates a lot of discomfort...

What if they don't do it the way I do it?
What if they don't get it done when I want them to?
What if they make a mistake?

And you might be a micromanager if...

 

•  you have to approve and review everything your staff is doing 
•  you want to control every step of the process versus just sharing the outcome 
•  you need an update to know every detail of every little task being done 

If you're ready to start handing some things over without having a panic attack, keep reading...


1. Start with some areas where you ARE willing to trust this person.

When it comes to delegation:

 

•  you need to start small. 
•  start with things that are easy to hand over because they're simple and you can quickly capture a system to show someone the current process and let them improve it. 
•  and start with something that is low stakes (aka it's not communicating with your best recruits or budget related). 

2. 
   Be willing to communicate feedback on the behaviors that are causing you to distrust this person.
   
   Remember, direct, but kind is the most effective way to lead while helping others improve. If you can't be honest, then things will likely remain the same -- and that's not their fault, it's yours for not being willing to help them.
   
   Be specific. You can't just tell someone you don't trust them to get their job done. Provide clear examples of WHY you're feeling this way.
   
   For example, "over the past 2 weeks, you've missed 3 hotel rooming list deadlines. Consequently, the hotel managers aren't able to move forward setting up our reservation in a timely manner. Can we discuss what’s causing the delay and create a plan together to improve the situation?"
   
   3. Reflect on what YOU might be doing to contribute to the situation.
   
   It takes two to tango, so it's important to consider how you're contributing to the dynamics in the relationship.
   
   Some things to consider: 

•  have you clearly communicated the expectations and desired outcomes of their role and/or projects? 
•  do you shy away from providing direct feedback in conversations? 
•  when they've made decisions, do you change them to suit your preferences? 
•  how have you reacted in the past to mistakes, questions, or other challenges? 
•  is your need to know every detail overshadowing a well-executed outcome? 

Do you have any of these tendencies? If you do, think of how you can tweak your leadership to be more empowering so your people can do their best work. So while you might be a micro-manager...now is the perfect time to start creating more trust in your staff and success for everyone. 

To your success, 

Mandy Green