Micro-management and delegation of tasks: it is important to know

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Let's stop for a moment in the middle of the day and think about a few questions:

• Do you provide permanent subordinates / employees that they should do today?
• Do you predict all aspects of the work, not only in its "own" site tasks, but also to "plots" subordinate to you people?
• Do you often give direct instructions, "what to do"?
• You devote more time daily lists of tasks or the development of the company as a whole?

If most of the above questions you answered in the affirmative - then you are obsessed "Micro-management," and it's time to assess what this translates into "total control" and why you You need to delegate.

What do you want

You want everything was the way you want to, in a certain way and in strict accordance with established procedure. But in practice, when you have all that is voiced in a straight "demonstrative" way your colleagues / subordinates - they are guided by the logic of - just start to perform what you tell them, "ordered." And on this manner of your "communication" within the project or process, sooner or later they will accumulate complained that they do.

You've got to ask yourself - Great and brilliant micro-manager - the question: "Is it possible to focus on what we need to get a result, but instead direct instructions "how to" give subordinates freedom of choice and a certain freedom of action to achieve the planned result? "Let your subordinates become part of the process of adoption and implementation of solutions for the ultimate goal, and you will see how to grow their emotional and operating efficiency, as a contribution to increase in common cause. Even if you "Boss of Bosses", it does not mean that you always have procured the best answers to all questions.

What do your employees want

Do you want to the task was completed, and in a certain way at a certain time. On the other hand, once your subordinates / employees are also part of this process, they are not We should just come to work "from 9 to 17," to get a check at the end of the month or on salary card. They should appear meaningful purpose and a common interest in the project, involvement and satisfaction from what happens at work, a kind of "recognition of merit" with them.

If you want to "think for them" on how to solve a problem, it automatically "cut the ground" them from under your feet, and do not give them to show their flexibility and to grow professionally.

Discard the "micro-management"

Start with the fact that discard the "total micro-control." This, of course, will not be easy at first, but that's how you come to achieving results not through micro-management, and the delegated and flexible development of the entire company, not just through the direct solution constantly accumulating problems.

1. Find the cause of the problem

You have a team new employees that you do not fully trust and the knowledge that you are not sure? Do you have people who regularly fail deadlines for projects or are late with their implementation? Decide what issues you regularly occur and why these problems haunt you and your company. And then proceeded to eliminate these causes: dismiss malicious 'truants', raise the qualifications not too competent, set clear goals too "creative" people, etc.

2. Begin to keep records and to ignore everything

"Accounting with a capital" does not imply total control and endless planning. Apply approach SMART (Specific, Measurable, Attainable, Relevant and Time-sensitive): concrete practical measure performance, enter system control signals and intermediate deadlines, place the relevant tasks, tie the performance of the previous formulation of new objectives and to time. And enter the practice of periodic audits for the project, to understand at what stage of work / decision tasks are those or other departments / staff / team in your company working on specific project.

3. Learn how to "let go" of the problem and the problem

Sometimes it is very useful to "stand aside" and give your team a little bit of space to study the problem and find ways to solve it. Breynshtorming and search for ideas similar to the previous solution to the problem - the best way to find the right solution. Learn how to "let go of" the problem "of themselves" and transmit it to search your command decisions. If a team can not cope and asks you for help - another thing: you will be able to prove himself as a competent leader and a specialist. But it is always useful to ask employees what they think about the possible solutions, and not give them orders and dry instructions. "Let go" - and you will return results and solutions, rather than the old problems with new ones.