Studies have shown that micromanagement has a detrimental effect on employees – Ross Slogrove explains how you can monitor progress, without hindering it
CREDIT: This is an edited version of an article that originally appeared on SME Today
Remote and hybrid working has caused physical distance between employees and their managers. To compensate, some managers are micromanaging their staff at every opportunity.
What is micromanaging?
A micromanager differs from a regular manager because micromanagement involves closely observing and controlling the work of team members. Going beyond an appropriate level of leadership and support, micromanagement involves excessive and often unwanted supervision of employees.
Examples of micromanaging involve constant check-ins and calls, unnecessary meetings, overly detailed instructions, assuming a superior role and monitoring every detail of a team member’s day-to-day activity. Micromanagers are sometimes referred to as helicopter bosses, who hover around employees to ensure they are working to their expectations.
Impact of Micromanaging on employees
If done properly, there are a few benefits to micromanaging such as less miscommunication and supporting correct performance, particularly for new members of staff. However, the cons outweigh the pros.
One of the biggest issues with micromanaging is that it causes loss of trust between a manager and their team member. This leads to a range of other issues that can ultimately lead to lower staff retention.
A 2022 survey of 2,100 UK employees, conducted by Visier, found that 43% of workers, the equivalent of two out of five, have left a job because of their manager, while 53% are currently looking to switch roles due to their current manager.
Lessening the pressure
The last thing businesses want is to negatively impact their employee’s performance. But to monitor individual KPIs, it’s important to monitor productivity. So how do you strike the balance of managing, without micromanaging?
Delegating
First, make sure you’re delegating effectively. This means giving your team members clear instructions and expectations, and then trusting them to carry out the task without your constant oversight. It’s important to communicate clearly about what you’re looking for and what you expect, but then step back and let your team take ownership of the work.
Build a strong team culture
Next, focus on building a strong team culture. When you have a team that trusts each other and works well together, you’ll be able to rely on each person to do their part. Encourage open communication and collaboration, and make sure everyone feels like they’re working towards a shared goal. When people feel like they’re part of a team, they’re more likely to take ownership of their work and feel motivated to do their best.
Regular feedback and support
Another important strategy is to make sure you’re providing regular feedback and support. Instead of hovering over your team members, check in with them regularly to see how they’re doing and if they need any help. Be available to answer questions or provide guidance when needed, but don’t overstep your bounds by telling them exactly how to do their job.
Provide resources
Finally, provide your team with the resources they need to be successful. This might include training, tools and equipment, or access to information and expertise. When your team feels like they have everything they need to do their job well, they’ll be more confident and self-sufficient.
Overall, micromanaging is counterproductive, and only in rare cases does this method work. With more people considering leaving their jobs because of their manager, businesses must be aware of the impact of micromanaging if they are to retain a productive workforce. With the help of software that can deliver insights and analytics into employee performance, managers can effectively manage, without the need to micromanage.
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