Micromanaging Your Remote Workers? Own It, Then Fix It.

Use these five questions to determine if you're in fact guilty. If you're guilty, try this instead. Your employees will be grateful.

In the simplest form:

1.Remote work is now the way of working for many workers, but certain leaders are concerned about the level of efficiency they had previously seen on site.

2.The perception of leaders' lack of control causes some of them to take control however, doing this only causes employees to be less efficient and motivated.

3.Check if you're managing yourself, then use these techniques for leadership to detach yourself from becoming a micromanager and begin introducing more productive and trust-building behavior.

In the midst of a time when the use of remote working is becoming the standard for the majority of employees, some bosses have fallen in the trap of administering micromanagement to their employees this practice results in lower engagement and motivation efficiency and confidence. Don't be discouraged: It is possible to get yourself out of this trap by taking these steps.

"Whether they admit it or not, micromanagers usually feel that they can't trust employees to perform their jobs away from the physical office environment," says Daniel Sanchez Reina, Gartner VP Analyst. "Employees who aren't able to trust their colleagues lack self-confidence and perform less. Micromanagers can hinder growth and creativity and must act and change their personal behaviors as well as the standards they establish on their employees."

5 questions to find out whether you're micromanaging

Aren't sure if you're vulnerable to micromanaging within the world that is remote-based work? Consider these questions:

1.Do I have a lot of doubts or worries about (outspokenly or in silence) the performance of employees?

2.Do I find myself always seeking to be updated on the latest developments?

3.Do I look through the system's records to confirm whether the person who asked me did indeed do what I requested?

4.Do I feel like I am limiting the authority of others in order to remain active in my own initiatives?

5.Do I have difficulty to delegate tasks since I'm not sure they'll be completed?

If you have answered "yes" to one the above questions, you're most likely to be a micromanager.

Interventions to limit the practice of micromanaging

To stay clear of going over the line of supervision to micromanagement when remote workers are involved There are two main actions:


  • "Me" actions. What you need to tackle on your own to control your micromanagement tendencies.
  • "Them" actions. What are you required to discuss together with your team members in order to establish trust and to engage in the right manner at the appropriate times

If you think they might also be micromanaging you, be sure you redirect the actions of these individuals to leaders on your team.

Tame your inner micromanager

In the case of "me" actions, adopt innovative strategies to stop being micromanaged. Examples:

1.Review on a few key issues to discover what you're not doing. Think about: "Do I really add value to your business by the time I'm putting into supervising my current activities? Would it be better to dedicate the amount of time towards more strategic initiatives? Consider what you could accomplish If you changed your focus. Schedule the time within your daily schedule to work on these topics frequently.

2.Set a perfection score from 1 to 10 (perfection may refer to the capabilities of a project or product, as an instance). Check with yourself if you're pushing yourself to reach a 10, even though an 8 is sufficient.

3.Repetition: "My way is not the only way." Use to the rule of 80/20: in 80 percent of instances, you can leave the employee to tackle an event in their own manner. In 20% of the cases it is best to guide the employee to approach the activity in the way you want to do it.

Engage less, trust more.

For "them" actions, first adhere to the golden rule for managing remote employees: trust them to default. Allow your team members to solve problems on their own. Limit the number that you have to checkpoints (control meeting). Find out whether your team can benefit from your involvement and not just what you can gain from working with your team.

Make sure you have a plan of attack before, during and after your projects to prevent you from being micromanaged. For instance:

1.Empower Team members. Make sure team members are aware of the importance and the scope of what's required of them, explain the importance of their work in achieving the goals of the enterprise and give them the tools needed to accomplish their tasks.

2.Concentrate on the outcomes. Don't waste time thinking about how much time the team is devoted to finishing the task, or how they accomplish it. The most important thing is the fact that they are able to achieve their goals within the timeframe that was agreed upon.

3.Flexible. Give people the possibility to work when they want, and in the places and ways they are most efficient and creative.

4.Make plans for worst-case scenario. This makes people feel secure and confident that they can handle difficulties.

5.Do not be a victim. Blame instantly crushes self-esteem and erodes the bonds of trust between your employees. Learn from your mistakes. Your team should find a solution for what they can do better next time.

Remember: Executive leaders who are determined not to control their remote employees will have better teams at the end. Who wouldn't like to do that?

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The information contained on this website is general in nature and does not take into account your personal situation. You should consider whether the information is appropriate to your needs, and where appropriate, seek professional advice.

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