Are You a Micromanager? | Harvard Business Review

Leadership & Culture

Having a supportive and involved manager provides workers with many well-documented benefits. However, what happens when managers provide their direct reports with unnecessary or unwanted help and “micromanage” their team? Research shows that micromanagement of others can have a negative impact on things such as employee morale and performance. This new article shares three questions to help managers and leaders identify their micromanagement tendencies and avoid such behavior: 1) Are you always giving your team “advice”? 2) Do you need to approve every decision your team members make? 3) Do you consider feedback a one-way street? Regarding the need to approve every decision, the author suggests that managers should discern which stages require their input rather than intervening at every step. They can ask: What high-stakes items/tasks require oversight or approval? What lower-stakes tasks/items can be delegated or trusted to the team? Additionally, I’m sharing a bonus resource, the MIT Sloan Management Review article, Effective Leaders Decide About Deciding. It provides managers and leaders with a framework for communicating when they can be kept out of a decision, when they should be pulled in, and how requests for their feedback should be communicated.