Common Management Error (124)
Cxxiv) Avoid micromanaging

Introduction
When you delegate task somebody else, do you just give them time lines and deadlines, or do you continually and frequently check their progress? If it's the latter you are micromanaging, ie cannot let go of any detail and have an overzealous, hands-on approach.
You are doing this as you are
"...control-obsessed, all because you feel driven to push everyone around you to succeed. Micromanagers risk disempowering their colleagues. They ruin their colleagues' confidence, hurt their performance, and can frustrate them to the point where they quit..."
MTCT, 2024g
Spotting micromanagement signs
What is the line between being an involved manager and micromanaging?
"... - resist delegating
      - immerse themselves in overseeing the projects of others
     - start by correcting tiny details instead of looking at the big picture
     - take back delegated work before it is finished if they find a mistake in it
     - discourage others from making decisions without consulting them..."
MTCT, 2024g
A micromanager will justify their actions by stating that they are getting results. However,
"...Under micromanagement......most workers become timid and tentative - possibly even paralysed. 'No matter what I do,' such a worker may think 'it won't be good enough'. Then one of two things will happen: either the worker will ask the manager for guidance on the deadline, or may forge ahead, to come up with an adequate result. In either case, the micromanager will interpret the result of this experiment as proof, without constant intervention, then people will struggle or fail..."
MTCT, 2024g
An effective manager encourages others to succeed by taking responsibility; however, a micromanager prevents this from happening.
NB Only by making and taking responsibility for your own decisions so that people can grow and improve.
Ways to handle micromanagement
i) for micromanager
- encourage feedback and authentic conversations from staff
- micro managers need to be willing to apologise and change their behaviour.
- learn how to delegate
(for more detail, see elsewhere in the Knowledge Base)
ii) for micromanagee (micromanaged people)
- help your manager delegate by seeking all the information you need upfront and set interim review points
- volunteer to work on tasks that involve your strengths and this will increase manager's confidence in you
- communicate your progress to your manager regularly on an agreed-to schedule and discourage unscheduled interference
- help your manager change one micromanagement habit at a time
- learn how to manage upwards.
(for more detail, see elsewhere in the Knowledge Base)
Summary
Micromanagement restricts the ability of the micromanagee to develop and grow, and it also limits what the micromanager themselves can achieve, as ever the has to go through him/her.
If the manager is reluctant to delegate and focuses on details instead of the big picture, this a sign of micromanaging; this will discourage people from taking  initiative.
The first important step is to realise the danger signs and start the conversation about them with the relevant stakeholders; need to convince your manager that there is a better way of working; help the manager improve his/her delegation skills and learn to trust the staff to develop and deliver.