How to Avoid Micromanaging Your Employees

Micromanagers are some of the worst managers there are. They get bogged down in the details that, if we’re being honest, should no longer concern them. Managers should be executing visions and motivating employees, not on the front line, producing and counting widgets, or performing the functions of the people who work under them.

A manager should not be the person who knows how to do a particular job better than his or her associates. If that’s the case, then you should just go back to being an associate and let someone else take over.

The way not to micromanage your associates is that when you meet with them to discuss their performance — and this is something you should do on a regular basis — you need to make sure you have both agreed on what their outcome and results should be. What is their productivity goal? What metrics are you measuring them against? What do they need to accomplish each week or each month to see that they are meeting the foundations of success?

Then, you ask them how they’re doing and how well they think they’re achieving their results. Ask them, flat out, “What is it you think you will need to be able to achieve your goals?”

But if their objective isn’t clear, you can waffle off into certain rabbit holes and get distracted as to whether they are achieving them.

For example, if their goal for the month is “to produce more widgets per hour,” that’s not specific enough. How much is more? What counts as success? If their normal production is 100 widgets, and they produce 101, then technically, they did do “more.” So do you let them do 102 the next month, and 103 after that?

If you’re not more specific than “to produce more widgets per hour, you’ll never know whether they’re succeeding or failing.

Instead, you need measurable goals: “To increase productivity to 120 widgets per hour.” Then, in your one-on-one meetings, you look at their progress charts. Did they produce 120 widgets or more? If yes, then well done! Keep it up.

If not, then what do they need to achieve those goals? Do they need more training? Is the equipment not working properly? Or are they just not suited to the task?

Then you give them what they need and agree on certain dates for follow-up. “Let’s meet next week to see what your progress is.” Remind them that if they have any questions or hit a roadblock, they need to come see you immediately. That way, you can deal with it, eliminate the problem, and get them on track.

It’s Also a Matter of Trust

One problem micromanagers have, and it will always slow them down, is that micromanagers don’t trust their associates. They don’t feel like they can rely on them, and that they need to constantly be watched.

The only problem is that they don’t have time to do the work themselves, so they hover like a damn helicopter and look over their associates’ shoulders the entire time.

Measurement eliminates the need for micromanagement. So does goal setting and meeting regularly to measure progress and outcomes.

For example, let’s say your department is overseeing a project that’s going to make $500,000 for your company. But you don’t have the time to oversee this and make it work, so you put your associates in charge.

Now, you can do one of two things:

1. You can hover over your associates and watch them every step of the way, in which case, you might as well just do the project yourself; or
2. You can let your associates do the things they’re best at, and you can check in with them at regular intervals to make sure they’re moving forward and heading in the right direction.

If you choose #2, you can let your associates try to make things happen, use their own creativity and ingenuity, and you can let them do the job they were hired for.

But if you choose #1, you can look over their shoulders every day, make sure they complete each item on the task list, and make them resentful of you and your interference. One of them will see your company achieve its goal, the other will make people leave for a new job where the managers aren’t all up in their business.

I’ve been a manufacturing executive, as well as a sales and marketing professional, for a few decades. Now, I help companies turn around their own business, including pivoting within their industry. If you would like more information, please visit my website and connect with me on Twitter, Facebook, or LinkedIn.

Photo credit: Kermy (Pixabay, Creative Commons 0)