You've gotten feedback from your manager as well as word of rumblings within your team: You're seen as a micromanager who tends to get into the weeds — and stay there. You produce great results but senior management sees you as an operational manager and questions your ability to let go and operate at a strategic level. Wait a minute, you think. Who are they trying to kid? Delegation sounds great on paper, but you're responsible for some major projects, and management expects flawless execution. How can they have it both ways?
Managers prone to micromanagement fall prey to several misconceptions about delegating to staff. The first is the assumption that delegation has an on and off switch. That is, that they either delegate totally to all direct reports in all situations or not at all. They fail to assess each subordinate's ability to operate independently and don't put in place the "eyehooks" of implementation — the check-ins, milestones, and metrics — that promote predictable execution. And they forget that there are times when they need to get directly involved to get a major initiative back on course.
To read the full, original article click on this link: Stop Micromanaging and Learn to Delegate - John Beeson - Harvard Business Review
