How to stop micromanaging…
As we said in our last blog, this isn’t about pointing fingers or getting pedantic over terminology. The aim is to find a management style that feels empowering, allows you to build trust with your team, and gets the job done!
Okay, so you're refreshing the project management dashboard for the third time this morning, checking whether Sarah's updated that task status. Or maybe you've just scheduled another "quick sync" meeting to discuss something that could be sorted with a message?
In trying so hard not to micromanage, managers often come up with these workarounds to track their teams without it seeming like they’re checking up on anyone.
It’s a waste of energy, and disempowering for the manager!
The real problem isn't micromanaging
Most managers get trapped in a "one size fits all" approach. They find a management style that feels comfortable and apply it to everyone, regardless of the situation. The problem isn't necessarily being too hands-on or hands-off, but being static in your management style.
Being a consistent manager doesn't mean never changing. You can have consistent standards and expectations, while varying your approach based on what each person needs to succeed.
Flexible Management Methods
Situational Leadership Models focus on the idea that effective leadership depends on the situation - great leaders diagnose what's needed and adjust accordingly.
The Blake-Mouton Managerial Grid maps management styles across concern for people and concern for results, helping managers understand their default style.
Coaching vs Managing Approaches distinguish between when to coach (asking questions) vs. when to manage (giving direction).
The Push-Pull Continuum helps managers choose between directive "push" approaches (giving clear instruction and advice) versus facilitative "pull" approaches (asking coaching questions to unlock thinking) - adapting as needed for each task/team member.
Diagnostic skills are vital
Regardless of which model you prefer, the real skill is in accurately reading situations. Most managers struggle with this because they confuse what feels comfortable, with what's actually needed.
Key questions to ask yourself:
What's this person's competence level for this specific task?
How confident and motivated are they about this particular challenge?
What's the context - routine work or something new and complex?
What worked last time, and has anything changed?
The same person might need completely different approaches for different tasks. Your presentation wizard might need more guidance when learning budget management. Your strategic thinker might need structure when using new software.
Warning signs you're not reading the situation correctly: Remember those behaviours from our previous blog? People asking permission for things they used to decide independently, stopping sharing ideas, becoming overly dependent or disengaged - these are all signals that your approach isn't matching their needs.
Are your new managers making these common mistakes?
Find out how to help them in this quick video…
Common Situations and Dynamic Responses
Rather than prescribing specific methods, here are the kinds of situational thinking that dynamic managers develop:
New team member: Starts with structure and clarity but includes a plan for progressively increasing autonomy. The timeline varies by person and role complexity.
Experienced person in new role: Recognises they have transferable skills but need context and support, not basic instruction.
High performer on familiar tasks: Steps back significantly while remaining available for obstacle removal and strategic input.
Someone struggling: Temporarily increases involvement without making it punitive, with clear communication about the temporary nature and development goals.
Crisis situations: Provides more direction across the board but explains why and for how long, maintaining relationships while ensuring execution.
Making the mental shift
The biggest challenge isn't learning any particular model - it's shifting your identity from controller, to developer. This requires measuring success differently: not by how well people follow your methods, but by how autonomously and effectively they can operate.
Research shows that managers who excel at this adaptive approach see measurably better results. Teams are more engaged, turnover is lower, and business outcomes improve.
It's not about being a "nicer" manager - it's about being a more effective one.
The mental shift involves:
Getting comfortable with different people working differently
Building your diagnostic skills to read what's really needed
Focusing on outcomes rather than processes
We’ll leave it there for today (these blogs are getting long!), but if you want more reading, check out some of our previous blogs:
Does your team need help honing their management skills?
Check out the different skills our management training covers.
