Have you ever gotten a 360? It is an eye-opening, humbling, empowering, and vulnerable experience. Performing a 360 is a key part of my executive coaching engagements. The idea is to speak with people up, down and across the organization who interact with you regularly and can speak to your strengths and areas for growth.
One of the most common “complaints” I get during the interviews is about leaders who micro manage or refuse to delegate. When faced with this feedback, there are several common responses:
- They are not capable of doing the work at the level it needs to be done.
- Based on deadlines, I have to do it myself.
- I am trying to be supportive and collaborative.
- If I don’t make suggestions, I don’t feel like I am adding any value.
For many leaders, the instinct to micromanage can feel like a protective shield. We believe that by overseeing every detail, we ensure success, and we make it better. The inclination not to delegate, a form of micro management, may come from a place of fear over others’ abilities, the desire to look like you are rolling up your sleeves and pitching in, or possibly because you don’t know how, or think you have the time, to upskill your team.
Do any of these resonate with you? Whether the reasons are real or not, they usually do not serve, your team, or the organization. This approach often stifles creativity and engagement.
Wondering If You Do This???
Step back and observe your team. Have you noticed a hesitation to speak up or make a decision? Have you seen your team’s enthusiasm wane? The shift from micromanaging to micro-leading is not just a change in style; it is a transformation in mindset.
“Empowerment begins with trust, and trust starts with letting go.”
Here are a few small changes that made a big difference:
1. Set Clear Expectations Not Actions: Instead of dictating every step, outline the goals and ask your team to tell you how to get there. This not only empowers them but also encourages innovative solutions. At the same time, you are in the loop and can pose questions to help them think through all the angles.
2. Celebrate Successes: Recognize and celebrate their successes. It will help build their confidence in themselves and reinforce your newfound habits to trust your team. Acknowledging their contributions, even if the outcomes are not perfect. It will also create accountability and engagement in outcomes.
4. Provide Actionable Feedback: Instead of focusing on what went wrong, start feedback with what worked. Then ask, “What do you think could have gone better?” or “What could take it up a level next time?” Before you jump in, see what they already learned and how they plan to adjust moving forward. Add your ideas and collaborate on a plan. Then give them the opportunity to put that plan into action and try again. This will foster a culture of continuous improvement.
By giving trust, you build trust in your team, and they build trust in themselves. The shift from micromanager to micro-leader takes intention, but the rewards are immense. When we trust our teams, we unlock their potential and create a thriving environment where everyone can contribute and grow.
What small changes have you made to empower your team?