Have you ever had a micromanager for a boss or supervisor? They spend most of the time checking on details, never want to be left out of the communication channel, and rarely are satisfied with your or others' work. How did that feel? I doubt it was empowering but more likely left you feeling low in morale and/or distrusted to do a good job. I once worked in a healthcare organization where my boss insisted that every communication had to go to her as a draft and I was not to send emails to my team of supervisees without letting her see it first. Or by any chance, might you be a micromanager?
If so, it's difficult to change but not impossible. It's interfering with your own productivity as well as that of your teams. You're spending too much time doing the work others could do and not enough time strategizing, which is one of the main tasks for managers anyway. At the same time, your teams can not grow in terms of their abilities to do the work and learn from their mistakes. Eventually, if not micromanaged, they will perform at a much higher level and be more accountable.
Now you ask why might you micromanage? It's important to think about the thoughts/beliefs driving such behavior. Very often, there is an element of self doubt covered by overcontrol. The micromanager might say "I need for everything to go right and if it doesn't that's awful". Thus, "I need to check". Well, that's not likely true and is a gross overgeneralization to justify micromanagement. Or, the rationale could be a fear of seeming out of touch with what's going on in your organization. There's nothing wrong with knowing what goes on but there are far less destructive means to find out, e.g. check with supervisors, find out in meetings, etc. If you are afraid your teams are not performing well, ask some other supervisors you trust to give you feedback. It's a lot better than being overbearing to your teams and hanging over them.
Good managers are doing several things. One is to train and grow supervisees. This involves delegation. But first, you have to figure out what to delegate. As I mentioned earlier, your job is to strategize, initiate implementation of strategic processes, and monitor. Consider what's more important than other things. I met once with a manager (not the one I mentioned earlier) who was not planning programs to improve the organization because he was spending so much time reviewing the documentation of subordinates. When he was able to put someone else in place to do the documentation review, he could get back to the job of planning.
You need to talk to your teams and communicate to them the priorities you have established and/or which have been passed down from upper management. Discuss how you want to get feedback about reports and how often. Invite suggestions about how you can help and support them in their work, which actually is one of the principal jobs of management. I remember reading an article about the chairman of 7-11 Company who had appeared on the television show "Undercover Boss". He described his job as being like that of the officer he'd been in the military. He said that his role was to provide all the resources and support to the 7-11 workers just as he had to line troops in the military and then let them do their job.
Know that you will have to rebuild some level of trust as your teams may still come to you for approval on many aspects of projects. Resist the urge to tell them what to do but either convey your confidence in them and/or refer them to an intermediate supervisor if there is one. Stay consistent on this one and you'll do fine. Even if your employees make mistakes, take a breath and consider your reaction. Is it really as terrible as you might think if the project or report is organized a little differently from what you wanted?
I've seen these approaches succeed in many companies with whom I've worked and consulted. Your role is not to tell people how to do their jobs unless they're in training. It is to provide them with the resources, support, and strategic directions to do their job. Then get out of the way as long as you've put in place some feedback mechanisms. If you do, you will have a far more cohesive, productive, and low turnover company. Of course, if you need help with your own thoughts/beliefs, help is available. Change may be difficult but always is possible. As usual, change your thoughts and change your results.
Dr. Paul Longobardi
For more information on this and other topics, please visit my website at www.successandmindset.com