Let it Go – Why Micromanagement Doesn’t Work
Go back

Let it Go – Why Micromanagement Doesn’t Work

on 30 November 2020

​Let it Go – One of the shortest phrases in the English language, but surely one of the hardest to implement, especially at work.

I am sure that most of us have worked in environments whereby we were closely observed or controlled by our managers and every single task had to be excessively analysed before being approved. Let’s face it – no one likes to be micromanaged. It is frustrating, demotivating and in a way tends to show a lack of trust by our superiors who had originally recruited us to perform those tasks.

I am not referring to induction training which might take place during the initial weeks of employment and neither am I referring to the initial months in a new job, whereby your line managers need to ensure that you are up to speed with what is required and what needs to be done.

Micromanagement is bad management since it limits the potential of each individual employee by restricting their creativity and their unique ways of approaching tasks. As Steve Jobs once said, It doesn’t make sense to hire smart people and tell them what to do”. Managing people isn’t about telling others what to do or building a team around you for the sake of feeding your ego. It is neither about withholding information nor techniques to ensure the team is dependent on your input. It doesn’t make sense to over analyse the little details but then miss out on the bigger picture.

Managing people is about helping the team to understand the strategy and value of your business and enabling them to operate at their best, even in your absence. It is about empowering people to make decisions and take calculated risks whilst being protected by your knowledge and experience. It is about letting your team learn through your knowledge, grow through their hands-on experiences and head towards success.

Delegating work doesn’t mean offloading your work onto your colleagues or telling someone what to do. It is about explaining to someone what is expected to be achieved, and then let them evaluate the best way to approach it. Employees tend to feel more engaged if they feel they are being trusted with important responsibilities or activities. Whenever one is required to think about a task or make choices, the work itself becomes far more rewarding.

Share this article