By Steve Adubato, Ph.D.
There is a fine line between a leader, manager or supervisor paying attention to important details and micromanaging an operation to the point where they drive their people crazy.
To be fair, I can understand why people micromanage. Fact is, I have been guilty of it in certain situations. A lot of that comes from the combination of our own insecurity, a lack of trust in others’ ability and an unhealthy desire to CONTROL everything that goes on around us. Consider the following when it comes to micromanaging:
--If you have a leader who micromanages, the first step in dealing with the problem is to get him to acknowledge what he is doing and the negative impact it has on others. The old adage, “if you want a job done right, you have to do it yourself” doesn’t work when you are part of a larger team that’s supposed to be supporting each other and working together.
--If you find that you are the one micromanaging others, accept the fact that you can’t do it all yourself. Further, you SHOULDN’T do it all yourself.
--In the world of business, if one person, regardless of how smart or talented he or she is, refuses to delegate and share responsibility and authority, other team players will begin to lose interest and stop making a meaningful contribution. My advice to micromanagers is to delegate a little bit at a time.
--Avoid the blame game. Accept the fact that occasionally, things won’t go exactly as planned, and avoid finger pointing or blaming others. No matter how hard you try, no leader can control everything that goes on around him or her.