{"id":362,"date":"2014-08-26T00:16:32","date_gmt":"2014-08-26T04:16:32","guid":{"rendered":"http:\/\/www.managementcenter.org\/?post_type=article&#038;p=362"},"modified":"2025-07-14T21:39:49","modified_gmt":"2025-07-14T21:39:49","slug":"staying-involved-without-micromanaging","status":"publish","type":"resources","link":"https:\/\/www.managementcenter.org\/resources\/staying-involved-without-micromanaging\/","title":{"rendered":"Stop Micromanaging: A Guide for Managers"},"content":{"rendered":"\n<p>A reader asks:<\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p><em>\u201cI\u2019m a new manager and know that I shouldn\u2019t micromanage, but I\u2019m not sure how to perform my role without being totally uninvolved. How do I make sure that work gets done well without actually micromanaging?\u201d<\/em><\/p>\n<\/blockquote>\n\n\n\n<p>First, it\u2019s important to clarify that being an involved manager or checking in with your team is not the same thing as being a micromanager. A micromanager delegates work without really delegating decisions or showing trust. They dictate exactly how to do something and watch over every little step in the process. While a side-by-side approach might make sense during a training period or while developing a brand new skill, a micromanager consistently intervenes and imposes preferences in a way that undermines others\u2019 growth and leadership. It quickly becomes demoralizing for staff who don\u2019t feel trusted, won\u2019t have room to develop new skills, and never get to have a sense of <a href=\"https:\/\/www.managementcenter.org\/article\/transfer-ownership-staff-members\/\" target=\"_blank\" rel=\"noopener\">ownership over the work<\/a> or goals.<\/p>\n\n\n\n<p>Second, if you read that last paragraph and felt a pang of shame, don\u2019t worry. The urge to micromanage often stems from a lack of trust, so start by figuring out where the low trust is coming from. Get to the root by asking: \u201cDo I have confidence in [this staff person\u2019s \/ team\u2019s] knowledge, skill, and ability to do the work?\u201d<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><span style=\"text-decoration: underline;\">If so<\/span>, focus on building up your <a href=\"https:\/\/www.managementcenter.org\/delegation\/\" target=\"_blank\" rel=\"noreferrer noopener\">delegation tool belt<\/a>, getting clear about the <a href=\"https:\/\/www.managementcenter.org\/resources\/delegate\/\" target=\"_blank\" rel=\"noopener\">best division of labor<\/a> among your team, and <a href=\"https:\/\/www.managementcenter.org\/resources\/delegation-worksheet\/\" target=\"_blank\" rel=\"noopener\">setting staff up for success<\/a> on projects so you can stay in the mix without overdoing it.<\/li>\n\n\n\n<li><span style=\"text-decoration: underline;\">If not<\/span>, ask:\n<ul class=\"wp-block-list\">\n<li>\u201cHave I seen a pattern of mistakes, unfinished work, or misunderstandings with this staff member?\u201d<\/li>\n\n\n\n<li>\u201cHow will I clarify expectations, support skill-building, and give feedback?\u201d<\/li>\n\n\n\n<li>\u201cAm I imposing <a href=\"https:\/\/www.managementcenter.org\/resources\/thats-how-weve-always-done-it-a-guide-to-using-ptr\/\" target=\"_blank\" rel=\"noreferrer noopener\">preferences and traditions<\/a> that aren\u2019t really required for getting great results?\u201d<\/li>\n\n\n\n<li>\u201cWhat biases might be shaping my trust in this person or team? Who can I ask for more perspective?\u201d<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n\n\n\n<p>Effective managers are clear on the desired outcomes, offer appropriate support (<a href=\"https:\/\/www.managementcenter.org\/resources\/dont-take-the-work-back-how-to-avoid-the-delegation-boomerang\/\" target=\"_blank\" rel=\"noreferrer noopener\">without taking the project back<\/a>), and check on progress so that staff members can make needed adjustments before it\u2019s too late. They also debrief with staff to foster learning and accountability.<\/p>\n\n\n\n<p>Of course, there are times when an effective manager should manage more closely, such as when a staff member is new to their role, struggling to move work forward, isn\u2019t approaching their job in line with <a href=\"https:\/\/www.managementcenter.org\/resources\/role-expectations\/\" target=\"_blank\" rel=\"noopener\">role expectations<\/a>, or the stakes are very high. These are all opportunities to get curious and roll up your sleeves\u2014so you can provide better support, not do more of the work. If you\u2019re <a href=\"https:\/\/www.managementcenter.org\/resources\/7-tips-making-most-your-check-ins\/\" target=\"_blank\" rel=\"noopener\">checking in regularly<\/a>, dedicate these meetings to figuring out what\u2019s happening. Try our <a href=\"https:\/\/www.managementcenter.org\/resources\/give-more-and-better-feedback-with-csaw\/\" target=\"_blank\" rel=\"noreferrer noopener\">CSAW approach<\/a> to these conversations, be forthright about concerns, and develop a plan to get things back on track.<\/p>\n\n\n\n<p>If you find your close involvement is needed for a long stretch, it might be a sign that the staff member needs more skill development or the beginning of a more serious performance issue you\u2019ll need to address with intention and discernment. Read <a href=\"https:\/\/www.managementcenter.org\/resources\/four-steps-addressing-performance-problems\/\" target=\"_blank\" rel=\"noopener\">Four Steps for Addressing Performance Problems<\/a>.<\/p>\n\n\n\n<p>As a manager, your job is to make sure you are delivering extraordinary, sustained results with team members empowered to thrive in and through the work. Part of getting great results is hiring great people, helping them learn, and giving them room to do their jobs well.<\/p>\n\n\n\n<p>With this approach in mind, let\u2019s look at specific ways to you can shift from micromanagement to effective management as you set staff up for success:<\/p>\n\n\n\n<figure class=\"wp-block-table\"><table><thead><tr><th>Micromanagement looks like\u2026<\/th><th>Effective management looks like\u2026<\/th><\/tr><\/thead><tbody><tr><td>Dictating how to do a task or approach a problem, even when it won\u2019t affect the quality of the results.<\/td><td>Clearly communicating goals and expectations at the outset. Getting everyone aligned on what success looks like, inviting staff perspectives, and sharing insight when it aids the results.<\/td><\/tr><tr><td>Redoing work yourself or undoing their decisions.<\/td><td>Guiding more, and doing less. Giving feedback when something could be improved and asking staff to try another round.<\/td><\/tr><tr><td>Constantly checking up on work that a staff member has already demonstrated they can do well.<\/td><td>Forecasting how work will unfold and setting milestones and benchmarks. Having regular check-ins to touch base and normalizing feedback\u2014in both directions.<\/td><\/tr><tr><td>Asking to see all emails before they go out or joining every project meeting just to observe or shadow.<\/td><td>Asking to see <a href=\"https:\/\/www.managementcenter.org\/resources\/use-slices-to-delegate-effectively-without-micromanaging\/\" target=\"_blank\" rel=\"noreferrer noopener\">\u201cslices\u201d of work<\/a> (a sample of the whole, like a page from the new website design, or part of a class\/training) to inform praise, curiosity, and feedback.<\/td><\/tr><tr><td>Never allowing a staff member to take full ownership of a project or area, only assigning it out task-by-task.<\/td><td>Shifting a project or responsibility to a staff member and trusting them to drive the work forward.<\/td><\/tr><tr><td>Managing experienced, skilled staff members in the same way you manage more junior, less experienced ones.<\/td><td>Adjusting your approach to fit the context.<\/td><\/tr><tr><td>Managing low-importance projects as closely as you would manage high-importance ones.<\/td><td>Adjusting your approach to fit the organization\u2019s priorities, your role, and the stakes.<\/td><\/tr><\/tbody><\/table><\/figure>\n","protected":false},"excerpt":{"rendered":"<p>In this article, we answer a reader question about how to make sure the work gets done well without micromanaging.<\/p>\n","protected":false},"author":14,"featured_media":10397,"template":"","meta":{"_acf_changed":false,"om_disable_all_campaigns":false,"footnotes":""},"tags":[],"resource_types":[48],"topic":[36],"collection":[],"class_list":["post-362","resources","type-resources","status-publish","has-post-thumbnail","hentry","resource_types-article-publication","topic-delegation"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v26.0 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Stop Micromanaging: A Guide for Managers - The Management 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