Leaders are in a challenging position where they need to delegate well without micromanaging. Some new business owners and newly promoted senior executives trust their people to meet unclear expectations and don’t hold them sufficiently accountable, while others constantly nitpick and watch over employees’ shoulders in an attempt to ensure the best results.
Good business leaders will find a productive middle ground between blind trust and micromanaging. Here, 14 members of Forbes Coaches Council discuss the best ways for leaders to do just that.
Forbes Coaches Council members share ways for leaders to find middle ground between trust and micromanaging.
Photos courtesy of the individual members.1. Keep Individual Uniqueness In Mind
Every leader needs to match their approach to team members with the uniqueness of each person in mind. Some employees appreciate being handed objectives with very little oversight and the freedom to thrive. Others need more training, support and clear boundaries in order to flourish. We get the best out of our people with a “tailored-size-fits-all” approach rather than a “one-size-fits-all” approach. - Abe Brown, Certified Flourishing Coaching
2. Invest In Preparation Up Front
Invest in preparation up front to ensure those to whom you delegate have clarity about the task and expectations. This is an opportunity to create a shared understanding of the scope and quality of the work you are delegating to ensure you are both on the same page. Delegation works best when you give your team the information, resources and support they need to set the process up for success. - Palena Neale, unabridged
3. Shift From Executing To Influencing
A shift from executing to influencing is critical for new business owners and executive leaders. Managing by results is the necessary compromise between blind trust and micromanagement. Leaders give their people needed support by clearly defining and confirming a shared understanding of expected outcomes. Then predetermine checkpoints at which they have an opportunity to validate or redirect. - Nikita Allen, Growmetix
4. Deliver Clear Expectations
Clearly communicate expectations and ask for feedback. A co-created plan will be more effective. Continue to check in from a place of support rather than micromanaging. Listen to your team’s ideas and provide guidance, support, empowerment and feedback rather than nitpick criticism. “How can I best support you?” is a great question to ask throughout. - Heather Soubra, Wiser Way Coaching
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5. Set Measurable Goals And Outcomes
Transparency is a critical first step. Employees tend to be less engaged with directives when they do not understand how they fit with big-picture objectives. Always set measurable goals and desired outcomes together to empower leadership. Be specific about your expectations and deadlines, and make sure to agree on a metric for successful performance that is outcome-based. - Joanne Valli-Meredith, BeyondAdmissions, Inc.
6. Improve Communication Skills
I would not be surprised to learn that the two leaders are one and the same, vacillating between blind trust and micromanaging, like Jekyll and Hyde. First, the leader needs to do inner work and improve communication skills. Next, reestablish trust with your team. In addition, the manager can utilize technology to create a middle ground. - Natasha Charles, Intuitive Coaching with Natasha Charles
7. Ask Questions To Co-Design Expectations
We often vacillate between telling people too much, or too little, about what they need to do. Instead of telling, ask questions at the beginning of the process to co-design expectations. Questions such as, “What are you taking away?” “What questions do you have for me?” or “What’s your vision about the process?” provide both support and autonomy. - Randi Braun, Something Major
8. Build Trust In Both Directions
The solution is at the start of the question. Both the leader and the team members need to understand the needs and expectations of each other. When expectations are crystal clear and mutually understood, trust will be built in both directions and people will know what they are shooting for. When leaders know that is clear, they have less need to check up or micromanage. - Kevin Eikenberry, The Kevin Eikenberry Group
9. Communicate The End Goal
A productive middle ground between blind trust and micromanaging is to communicate the end goal and let people find a way to “get there.” But that’s not all. You can then ask them to tell you how they intend to “get there.” If you get worried about that path, you can course-correct. If it sounds great, applaud them and let them do as they planned. - Pernille Hippe Brun, Session
10. Ask Employees How They Want To Be Managed
Do they prefer oversight to build confidence? Do they want more autonomy? A business should have strong processes to support the management of tasks. For example, we use Asana to track tasks and weekly check-in calls. This level sets a base of management oversight. Beyond that, the management style should cater to what helps the individual perform best. - Krista Neher, Boot Camp Digital
11. Define Your Vision And Shared Purpose As A Group
When the team doesn’t have alignment on business outcomes, they become reactive to their environment spending time on activities that don’t lead to results. Ensure you build out the team’s direction and be clear about what success looks like. Review progress consistently together so that you can build team accountability and trust to deliver. - Bryan Powell, Executive Coaching Space
12. Understand Each Staff Member’s Unique Motivators
Invest in a program where you as a manager know the workplace style or type of each staff member. You will then know their unique motivators and how they prefer to work. Knowing the strengths of each staff member will let you trust that the work will be completed well. This will also positively impact your own workflow while you recognize your leadership and communication style. - Gayle Draper, Intentional Careers and Human Resources
13. ‘Trust But Verify’ That Progress On Track
“Trust but verify” is one mantra that helps leaders navigate the balance between insufficient, inefficient direction and overbearing, unwelcome supervision. This might include providing direction and then verifying understanding of the process, task and deliverables and/or creating a timeline of mutually agreeable checkpoints to verify that progress is on track, preventing the need for rework. - Christy Charise, Strategic Advisor
14. Follow The Situational Leadership Model
This is such a common issue, and it comes down to two things: skill level and amount of oversight needed. Ken Blanchard’s Situational Leadership model provides advice to navigate the intersection of what each person needs according to skill at that task, so managers can effectively navigate when the employees need more and less oversight. - Rachel Wallins, Accelerate Talent Management
