It’s time to recognize micromanaging

… and then stop it!

If you were to ask me what my biggest weakness in business is, I most certainly would not answer micromanaging. Ha!

It’s time for a reality check over here, and for the sake of leadership growth, I’m excited to share my most recent failure -- AND FIX -- with you! Before we dive all the way in, check this out:

The Symphony Example

When you walk into the symphony before the show has started, it’s a mess. Everyone is tuning their instruments individually. It sounds horrible! … almost painful to the ears. Though the musicians are highly skilled and dripping with talent, it feels like you’re listening to your child’s third-grade band concert!

But then the conductor walks in.

The noise halts. All eyes are upon him. Postures improve. The audience grows silent. With the slightest movement of his hand, a beautiful harmony begins. Everyone begins playing in unison, following the leader, and uses the gifts and talents they’ve honed to make beautiful music - music we will pay to sit and listen to!

Think with me for a minute… what if the conductor had walked in, grabbed the trombone, and begun playing? Playing the trombone is not his specialty … and possibly even more important, nobody is leading!

Think about that for a minute…

Do You Need to Micromanage?

I’m left a little speechless, and I’ve thought about it many times. I never considered myself to be a micromanager. It didn’t look how I expected, and it crept in while I wasn’t even paying attention. Let me tell you what happened and how we fixed it.

First of all, it’s important to remember that I have an absolutely incredible team. About a year ago, we went through an intense change here at Rock Solid, and it ended up being one of the biggest blessings to my personal growth and the growth of this business! I am surrounded by people with incredible skills and hearts for our work! It’ll leave y’all standing in awe, truly!

I say that to say this -- they do not, in any way, need to be micromanaged! Not only are they fully capable of doing what is required of them, but they also exceed those expectations every single day. They are ahead of me on every project and assignment, and I rely on their proactivity and expertise on every level.

Recently, I found myself considering bringing on another teammate. As I was speaking to my team, I was getting looks of confusion and bewilderment. I was excited to fill this role and trying to stir the same emotion in them. Finally, one of them looked at me and reminded me that I had already assigned that role - to him.

… ugh. What? Those long, uncomfortable pauses, while you replay in your head what happened, are painful.

Indeed, I had “handed off” the very tasks I was speaking about. Then why was I feeling the need to fulfill that role… again?

The ugly truth:

You can assign tasks and assignments and even full roles all. day. long. but if you’re not feeling the relief it should bring, it’s time to check these three things:

1. Have you let go?

Have you clearly stated your expectations, provided all the resources needed to complete the task, and then backed off? This involves trust - in your communication skills and your teammate! Yes, I’m going to say it yet again - trust until you’re proven that you can’t! Set the bar higher than you’d planned, toss out a challenge, and remember that nobody rises to low expectations!

2. Are there systems in place for communication regarding the handoff?

For example, are you using a project management system so that you can see where progress is being made? Have you made yourself available for questions if they should arise, and are you responding to messages? Does your teammate have access to the programs, documents, etc., needed to complete the job?

3. Are you getting a daily rundown?

Are you being told where things are, what parts of the project are still in progress, and updates on the projected outcome? If not, it’s time to communicate your need for a daily rundown!

In my case, number one was the initial problem, and then, because I did not state my expectations clearly, number three exacerbated everything!

I had kind of, sort of… not really … handed off the project. I hurriedly would step in to handle something that popped up because, “I was right here when it came in, so I just answered it quickly…” or some other very lame excuse.

Was I nervous that only I could handle the project?

Maybe. Yes … yes, I was a little nervous. I was breaking my own rule of trusting until I am proven that I can’t. I tossed out a challenge - and quickly reeled it right back in, placed it in my hidden pocket, and … let a little ounce of fear trickle in alongside. It was not intentional in any way. I wasn’t even slowing down enough to realize what I was doing. I set the bar high and then took that same bar and hid it in the closet, right next to my own poor leadership habits!

“No matter who you are, we’re creatures of habit. The better your habits are, the better they will be in pressure situations.” Wayne Gretzky

Once the elephant in the room was pointed out -- and YES, I am so grateful for bold and caring teammates who will kindly point out my areas of needed growth -- I jumped in and attacked that weakness. I’m being completely honest when I say that I didn’t realize fully that this was all happening! It was simply how I was used to doing things, and though I wanted to hand them off, I didn’t.

I spoke of it.
I assigned it.
Then, I kept it!

Frustration was growing - and it wasn’t only my frustration. I look at this situation which only happened a couple of weeks ago, and feel horrible about how it discredited my teammate. When I was working as a VA, I had been in similar situations more than once. It left me feeling that my client didn’t trust me, it caused me to doubt myself, and frankly, took a little bit of heart out of my work.

Now… I just did the same to my teammate. Ugh. This is so not okay!

The Fix For Micromanaging!

So… let’s talk about how we fixed it.

First, I had to admit that I was indeed the problem in this situation. I tossed out an assignment and immediately exhausted myself, holding on to it! Admitting this error came with apologies for sure!

Next, I handed it off. Again. For real, this time. Our systems are in place better and stronger than ever. I also told my teammate that I needed to hear a daily rundown.

This daily rundown is NOT because I don’t trust that the job is getting done. Very honestly, when I listen to the daily rundown message on Voxer, I’m only partially listening. (That’s not as rude as it sounds -- hang on a second!) I need to know that the project is being handled and someone is on top of each subject that’s being talked about. THAT is the missing piece that brings me the most relief. That is the thing I need the most - it allows me to breathe and then do the things I need to do in my business.

No more micromanaging.

No more worrying.

No more wondering, hoping, or “just popping in to check” on every. little. thing. Ugh!

I’m free to work on the things that I love, the things that move the business needle, the things that only I can work on!

The Future…

Finally, all of this brings me to a very important conclusion -- it’s always good to check in on ourselves first when things seem to be heading off the rails a little. We are conducting the orchestra, right?

We have diligently put the right people in the right role, and we trust them. Are we operating as a great conductor or are we grabbing for things we don’t know how to do or that we’ve assigned someone else to do?

Remember, the best leader sets expectations for himself or herself FIRST, determines to delegate well, and then communicates it all to the team!

Micromanaging