How To Avoid Micromanaging In The Workplace

The dangers of excessive control, known as ‘micromanaging’ – where managers closely observe, control, and get involved in employees’ work at a granular level – can lead to a toxic work environment, high turnover rates, and low employee morale.

Micromanagement tends to lead to decreases in creativity, innovation, and motivation ultimately impacting the quality of work produced. In fact, a survey of employees, published in Forbes, found that out of employees who had experienced micromanagement, 71% said it interfered with their job performance, 85% reported decreased morale as a result, and 69% considered changing jobs because of it.

It can also cause unnecessary stress and burnout, for both the manager and the employee, resulting in a decline in mental and physical well-being.

“Managers should work towards striking a balance between effective supervision and allowing employees to thrive,” says David Garcia, co-founder and CEO of Scout Logic, a bulk background-check service. “Micromanaging destroys innovation. A preferable approach is for leaders to instead create an environment that encourages autonomy and risk-taking.”

Here, David shares his expert tips with us to help avoid this managerial trap and create a more productive and positive work environment for all.

One of the main reasons for micromanaging is a lack of clarity on expectations and goals. David explains, “Managers should aim to communicate clearly and in detail about what they expect from their team and what the end goal is. This will help alleviate the need for constant monitoring and allow employees to work independently.”

Trust is the foundation of any successful team. David recommends trying to promote a culture of trust within the workplace. This means giving employees the autonomy and freedom to make decisions and complete tasks without constant supervision.

In a lot of cases, managers tend to micromanage because they aren’t aware of other effective management styles. 

“Even managers should continue their own education on how to manage. Companies could benefit from providing training and resources to managers on different management styles, such as delegating tasks and giving autonomy to employees,” says David. 

Micromanaging can stem from a lack of trust in employees or fear of failure. David says, “To avoid this, encourage regular feedback from team members. This not only helps build trust but also gives employees a chance to voice their concerns or suggest improvements.”

Constantly checking in on employees or giving them last-minute tasks can lead to feelings of being controlled and decrease productivity. “Be mindful of employees’ workload and communicate in a timely and respectful manner,” David recommends.

David says that managers should always strive to lead by example and practice what they preach. 

“If you expect your team to work independently and take ownership of their tasks, then you should also do the same,” he says. “This will set an excellent example for your team and build mutual trust and respect.”

“Micromanaging sends a message to employees that their abilities and decisions are not trusted, leading to mass demotivation and disengagement. Managers should instead empower their employees by delegating tasks and granting them ownership over their work.

“By giving employees the necessary support and autonomy, managers can promote a culture of trust and contribute to a more positive and productive work environment. The best managers can recognize their micromanaging tendencies and actively work on delegating tasks and trusting their team. Such a shift in management style benefits the employees and ultimately leads to better outcomes for the organization as a whole.”

This article originally appeared on Your Coffee Break.