You're leading a team with a hands-on approach. How do you avoid micromanaging your team members?

Para evitar o microgerenciamento, é essencial confiar na autonomia da sua equipe. Estabeleça metas e expectativas claras e, em seguida, dê um passo atrás para permitir que os membros do seu time assumam suas responsabilidades. Isso não significa que você está completamente ausente; pelo contrário, você está dando a eles espaço para aplicar suas habilidades e tomar decisões. Check-ins regulares podem ajudá-lo a se manter informado sem supervisionar de perto. Confiar na sua equipe para gerenciar suas próprias tarefas não apenas os capacita, mas também libera você para se concentrar na visão geral e em outras áreas estratégicas.

To avoid micromanaging your team while taking a hands-on approach, trust your team members' autonomy. Empower them to make decisions and take ownership of their tasks. By showing confidence in their abilities, you foster an environment where they feel trusted and motivated to perform at their best without constant oversight.

Delegate tasks effectively to maintain a hands-on approach without micromanaging. Assign tasks based on each team member's strengths and expertise, and then step back to let them handle their responsibilities. Clear delegation allows you to focus on broader objectives while ensuring that team members have the space to excel independently.

Communicate clearly to avoid micromanaging while staying involved with your team. Set clear expectations, provide detailed instructions, and outline goals. Open and transparent communication ensures that everyone understands their roles and responsibilities, reducing the need for constant supervision and enabling your team to work confidently.

Provide regular, constructive feedback to maintain a hands-on approach without micromanaging. Offer guidance and support while allowing team members the freedom to implement changes independently. Feedback helps them improve and grow, showing that you care about their development without needing to control every aspect of their work.

Encourage collaboration among team members to balance a hands-on approach with autonomy. Foster a team environment where members can rely on each other for support and advice. Promoting collaboration reduces the need for direct intervention and allows you to guide the team without micromanaging.

What is the impact you want to have on your team? You want high quality work and results, but you also want engaged team members who are thriving. It's not either you're "hands-on" or you're micromanaging. When you lead your team, it's about balancing your communication between providing enough specificity to create accountability and setting people up for success, and demonstrating care and concern by listening and demonstrating empathy. Many leaders make the mistake of this either/or thinking: either I'm direct and "to the point," or I'm nice and well liked. If you're working to create a high trust/high performance culture, consider how you're balancing accountability and respect.

Reflect on the impact of your leadership style to ensure you're not micromanaging. Regularly assess how your involvement affects team morale and productivity. Soliciting feedback from your team about your approach helps you adjust your style as needed, ensuring you provide the right level of support without overstepping.

Know what type of manager you are and set the tone during the hiring process or when you take over a new team. I always ask “on a scale of 1-10 with 1 being leave me alone and 10 being I need you to outline every step, where do you fall on the scale for how you like to be managed” This is especially helpful during the hiring process because I am somewhere down around three as a manager. If you need an eight or a nine, I may not be the best leader for you. Knowing who you are as a leader and follower in this realm is essential.

A manager in order to grow has to avoid micro managing. Very often micro managing is confused with doing something operative. A manager can do things in order to understand her/his team workload and in order to know how to do things so to help her/his team in the future. Micro managing is something different and has to do with controlling details. Very often in those cases managers spend time in doing that and they avoid taking strategic decisions, to deal with organizational issues or to define specific growth path for their teammates. As a manager a simple way to know if you are micro managing is to analyse if you are dedicating or you have in agenda and in your daily routine enough time for such managerial issues

Well, just don't. Although, "trust but verify." You get what you inspect. In the Navy, we called it "Diligent [Freakin'] Follow-up or DFF. There's a difference between "micromanagement" and "diligent follow-up."