The Art of Micromanaging As a Leader

Nobody likes a micromanager for a boss. Someone that needs to check every email, be invited to every meeting, and review absolutely everything produced needs to let go and find more productive tasks to focus on.

However, as a leader and a manager, sometimes, you need to understand the difference between needing to lead and needing to manage. And sometimes, that might require crossing into the nebulous territory of micromanaging with the ultimate goal of propelling your team to the finish line.

Here are a few instances in which you can feel free to micromanage your staff to enable them to grow and succeed as a team.

When Things Aren’t Going Well

There’s nothing more frustrating than communicating a task that needs to be completed, walking away, and then realizing that things aren’t going according to your expectations. You could sit around and be disappointed at the employee or you can be proactive and get involved immediately.

When you get involved, you give yourself and the employee the opportunity to turn things around. You also avoid having the issue escalate to your boss or to the client. So rather than boil in frustration, communicate with your employee, understand where they need help, and have them verbalize back what they understand. If you have any doubts, maybe it’s time for you to roll up your sleeves and dive into the trenches.

When Time Matters

Don’t assume that when you need something immediately, your employees understand the urgency of the matter. If you don’t communicate exactly why you need x report by tomorrow, instead of by the end of the week, employees will be confused, and possibly even wonder why you’re being pushy. Try explaining why you have pushed up the deadline. For example, if a client relationship is at stake, let your employees know. Chances are they will rise up to the challenge of meeting your deadline when you communicate clearly and honestly.

When They Are New

Sure, you hired brilliant talent and you’re aching for them to show their genius, as are they. But don’t assume that just because you get on, you have the same passions, and you are confident they will succeed, that they’ll approach client relationships, development work, or pitches in the same way that you’ve been doing all along. So take time to get to know how they work, as you show them the ins and outs of your products and services and relationships. Once you’re confident that they have an understanding of the processes, feel free to let them work in the way that’s best for them. Don’t be surprised if they offer suggestions for improvements along the way.

When things are tough for the company

If you have just lost a key client or if staff has gotten laid off, and tasks are being shuffled around, stay super involved with your remaining employees. Doing so will keep morale up, as they’ll feel supported by you, and you’ll be able to measure how they’re performing with their new responsibilities. Try incorporating one-on-one catch-ups until you feel that everyone has adapted to the new environment and processes.

Do you think there are other circumstances in which micromanaging is acceptable?

Share your thoughts in the comments.