It’s no surprise that a great leader is someone who can lead, but what may come as a surprise to many is that there is a fine line between a great leader and a leader who tries to do it all. By that, we mean the infamous micromanager.
Whether you’re the CEO or a team leader, making sure you don’t cross that line is an important part of your role in the organization. In many cases, micromanaging can end up causing more trouble than it’s worth.
To help better explain why, today, we’re going to give you three reasons why micromanaging is a bad idea. Have a look below:
- Micromanaging means double the work.
Constantly peering over everyone’s shoulder can be a real mess. As a leader, you’ll often have much more important things to do, and when you micromanage, you’re only doubling the amount of work you need to get done. This keeps you from doing you real job–leading. Don’t worry so much about what your employees are doing on a minute-by-minute basis, and instead focus on bigger goals. It’s one thing if an employee is having performance issues, but for many others, micromanaging can do more harm than good.
- Micromanaging kills confidence.
Along with adding extra work to your workload, micromanaging can really kill your employees’ confidence. If they feel like they’re being constantly watched over, then they’ll start to second-guess themselves, making their goals especially difficult to accomplish. As a leader, you’re supposed to be there to support your team, not make them feel inadequate.
- Micromanaging kills creativity/productivity.
Micromanaging can kill creativity and productivity, too. Why should employees strive for the best possible outcome when they already feel like it won’t be up to your expectations from the get-go? Sure, a micromanager might think a second set of eyes will help make things go more smoothly, but some employees might not be as thorough because they know their work is going to be checked anyways since it isn’t as “perfect” as it should be.
There are some cases–like employees with a productivity problem–when micromanaging may be necessary. But in most cases, micromanaging is a troublemaker. Unless it’s absolutely necessary, you should avoid micromanaging when possible.
Giving your employees freedom to accomplish their own goals and projects without being micromanaged can do great things for productivity in the long run. So give it a shot–we think you’ll be surprised by what changing your management style can accomplish.