You as a leader/manager have a great deal responsibilities. Most of those responsibilities simply come with the job title, while others are probably self-imposed. Combined, they add up to a lot of work. Any good leader/manager knows that he can’t get everything done by himself. That’s where employees come in – there to help you complete tasks and projects as you (and your department) move towards the multitude of goals.
One of the most important questions that you have to ask yourself periodically pertains to your management style. Each day and each project require your management skills. How good those skills and how well you manage others will have a tremendous impact on employees’ success (and consequently your success). Do you support and empower your people, trusting them to get their work done? Or do you mistrust and expect failure, constantly demanding to be in the midst of all they do? Are you a micromanager?
Micromanagement is not only a waste of time and energy, it creates a negative atmosphere by promoting mistrust and paranoia. If your team is filled with people who are not capable or trustworthy, you must seriously consider replacing such employees. However, if it’s nothing more than your nature (or your own paranoia) that drives you to constant checking up and questioning of your employees, your management is destructive in its nature.
Remember previous posts about self-fulfilling prophecies? We tend to get exactly what we expect. What do you expect from your employees? Do you treat them with respect, or mistrust and suspicion? Give your employees tasks and responsibilities. Provide them with support and resources. Make it clear that they should come to you if they have questions or issues. Then treat them like adults and professionals, and let them do their work.
Micromanagement can sneak up on anyone, so don’t let your guard down. It’s your job to constantly assess your own skills and performance, and make changes and adjustments as needed. Be involved and supportive, and be a great leader/manager.
