Overcoming the tendency to micromanage has no quick fix. Improving the quality of recruiting is a first step. Whether bringing in new employees at the entry level or choosing from among promotion candidates, leadership must be diligent in the recruitment process. Often due to the press of time decisions are made without proper care. When openings are high in quantity or duration panic sets in, poor hiring or promotion practices are employed. Disaster is the result and micromanaging abounds.
When we have selected recruits for our openings, proper training and education must follow. We must aid them in developing skills required for their position and at the same time communicate their role in the organization. Someone has said proper preparation prevents poor performance. When we give them what they need to perform, we won’t feel the need to constantly look over their shoulder. When they know what is expected of them and have the tools to perform, they can build higher confidence in their ability.
The final key in avoiding micromanaging is the building of trust. When the leader has trust we or she only steps in when asked or when it is apparent that the employee is on a course to disaster. We build trust by giving small assignments and building their confidence in getting things done and our confidence in them. The difficulty level of tasks then increases as successes are attained. Skills are added as level of the task is increased.
The trust stage is best accomplished with a high level of communication. As questions arise mentoring skills should be used. The trust we build towards them must also be built in them towards us. In this way the dialogue will allow them a comfort level to ask questions. As the questions come we share our experience and allow them to work their own method in accomplishing the task. Open communications allows the employee to get the information and feedback they need without feeling overwhelmed. The end result is a high level of trust flowing both ways.
