3 reasons why micromanaging is a bad idea
Bosses, especially new managers, can sometimes mistake being a great leader with being someone who tries to do it all. But when a boss tries to do it all, they can end up becoming micromanagers.
Whether you’re the CEO or a team leader, making sure you don’t cross that line is an important part of your success as a manager. Being a micromanager can end up causing all kinds of trouble in the workplace.
Here are 3 reasons to avoid micromanaging:
1. Micromanaging means double the work.
Are you constantly peering over team members’ shoulders? Is your focus too narrow, meaning you’re focusing on the details and not the big picture? If so, Harvard Business Review says that you might be a micromanager.
As a leader, you’re responsible for managing a team, project or department, therefore your focus should be at a high level. When you micromanage and worry about details or tasks that are the responsibility of someone else that reports to you, you’re doubling your workload and splitting your focus. This keeps you from doing your real job–leading.
Don’t worry so much about what your employees are doing on a minute-by-minute basis and instead, focus on bigger goals. If an employee is having performance issues, then offer guidance.
2. Micromanagers kill confidence.
Along with adding extra work to your workload, micromanaging can really kill your team’s confidence. If your direct-reports feel like they’re being constantly watched over, then they may start to second-guess themselves.
As a boss, your goal should be to empower your employees and to remove roadblocks to their success. Micromanagement can start to make team members feel inadequate and undermine morale.
3. Micromanagement inhibits creativity/productivity.
Micromanaging can kill creativity and productivity too. Why should employees strive for the best possible outcome when they already feel like they can’t meet your expectations from the get-go? A micromanager might think a second set of eyes will help make things go more smoothly, but some employees might not be as thorough knowing their work is going to be checked anyway.
There are some individual cases (like employees with a productivity problem) where micromanagement may be necessary. But in most cases, micromanagement is a troublemaker.
Giving your employees freedom to accomplish their own goals and projects without being micromanaged can do great things for productivity in the long run. Give it a shot–we think you’ll be surprised by what changing your management style can accomplish.
