MIcro-managing: Sub-optimize your employees
Micromanagement, the act of managing someone down to the tiniest detail, can feel like a helpful way to ensure quality and control. But in reality, it's more like a chokehold on your employees and organization. It stifles creativity, crushes morale, decreases productivity, and increases turnover.
Micromanagement can come in many forms, from constantly checking in on employees to hovering over their shoulders to dictating every task step. It can also be more subtle, like setting unrealistic deadlines or demanding detailed progress reports on mundane tasks.
Regardless of how it manifests, micromanagement has several negative consequences:
Reduced productivity: When employees are constantly being monitored and corrected, they feel stressed and anxious, which hinders their ability to focus and get things done. As a result, they disconnect from their work for fear of making a mistake and are unengaged.
Stifled creativity: Micromanagement discourages employees from taking risks and trying new things, leading to stagnation and missed opportunities.
Low morale: Feeling like you're not trusted to do your job is demoralizing and can lead to resentment towards your manager.
High turnover: Micromanaged employees are likelier to leave their jobs for companies with more autonomy and trust.
Burned-out managers: Micromanaging is also exhausting for managers, who spend their time checking up on employees instead of focusing on their work.
If you're a manager who micromanages, it's time to break free.
Here are a few tips:
Set clear expectations and goals, but give your employees the autonomy to achieve them in their own way. Autonomy is one of three universal needs that all employees need to be intrinsically motivated. (The other 2 are relatedness and competence.)
Focus on providing feedback and support rather than constantly correcting mistakes.
Delegate tasks and trust your employees to do their jobs.
Encourage open communication and feedback.
Celebrate successes and give your employees credit for their work.
By creating a work environment based on trust and autonomy, you can unleash the creativity and productivity of your employees and build a more successful organization.
Give employees the space to grow and find confidence in their success.
We believe there are only two reasons a manager should micromanage. (1) If they have selected the wrong person for the job, or (2) the employee hasn’t received adequate training but has the potential. These two conditions are correctable. All other reasons call for you to step away from micromanaging.
P.S. If you are being micromanaged, have patience. God instructs us to “pray for those who persecute you.” Micromanagement certainly isn’t the worst persecution, but it does harm you, so pray that your boss trusts you and allows you to do excellent work “as if working for the Lord.” Hang in there!