You know that moment when a boss appears to be bearing down on you, nitpicking, or just plain in your business? Your insides tie into knots and you feel your blood pressure rise. Inside your head, a voice screams, "Why don't you just leave me alone and let me do my job?!" If this has happened to you, then you know what it feels like to be micromanaged.

Perhaps you've risen in your career to the point of managing others, and are wondering if you've turned into that type of boss. When you ask your people questions about projects you have delegated to them do you observe rolled eyes, heavy sighs, gurgles, or groans? Do you hear enthusiastic debates about work that abruptly cease when you enter the room? Are you the only person in your group who is working long hours? If you can answer yes to any of these questions, you might be a micromanager.

Micromanaging is a serious problem that left unchecked can damage both productivity and morale. Yes, I understand you have good reasons for what you do. I've heard (and made) all these excuses before:

  • I don't have time to teach them.
  • I want it done right.
  • I am afraid they can't handle it.

The problem with all of these excuses is that they are just thatexcuses. How would you have gotten to where you are today if your bosses didn't allow you the time to learn? In the book Love 'em or Lose 'em by Beverly Kaye and Sharon Jordan-Evans, the authors report on a survey of 17,000 people regarding why they stay in their jobs. The top three motivators include exciting work and challenge; career growth, learning, and development; and working with great people.

We are trainers at heart, and it should come naturally for us to share our knowledge, skills, and abilities. Sure, it is an investment of our time on the front end, but it is worth it for the long term. If you can't trust your staff members to do something "right" then why did you hire them? This goes the same for wondering if they can "handle it." If you have the right people on your team, provide them with the tools and support they need and relax! If you don't have the right peoplewell, that is a different problem, but doing the work yourself is still not the answer.

OK, this is all good talk but how do you stop micromanaging?

Have a plan. If you don't know where you are going chances are you will never get there. Now that you are a manager, your job is to be strategic (planning) not tactical (doing). So as a manager, you should be more of a planner, structuring tasks to a timeline and assigning those tasks to others.

Break the project into chunks. Have a clear understanding of each person's capabilities. Give each person what he can handle with a bit of a stretch and have them create their own plans set around the major deadlines. In the beginning, you might give your staff a project plan and ask them to fill in minor tasks they will need to accomplish. As they grow in experience and responsibility, you will be able to assign the entire project.

Communicate and coach to goals and boundaries. Remember that management is getting work done through others. It does not mean doing it yourself. Provide structure and communication up front. Make sure when you delegate that you have explained the entire project from start to finish and how the piece you have delegated fits into the whole. Set and openly discuss expectations. Be very clear about the consequences if tasks don't happen as planned. Establish your expectations (or personal need) for updates and communication. Also let people know that there are safe boundaries they need to work within and that you will alert them if they are in danger of crossing these. Examples of such boundaries include anything that could cause grave consequences to the company or individual such as policy, legal, or regulatory guidelines. In other words, coach your staff to the goal; don't carry the ball for them.

Manage deadlines not details. Once you have a plan, manage the plan. This means you need to allow your people the ability and autonomy to perform, learn, and grow. Here is where setting your expectations for communication comes into play. If you fail to receive communication as specified then you know it's time to ask questions. When you approach people, don't go into the details or offer unsolicited advice about how to get things done. Ask them if they are on track for the deadline. If you hear or sense that a staff member is having problems, offer assistance but don't sound the alarm unless a safe boundary is in danger of being crossed. Do step in when there is an obstacle most appropriately addressed from your management level, such as dealing with someone over your direct report's head. Give them the responsibility for the project, not a to-do or task list. Trust me, if you do your staff's work for them, they will let you.

Build trust and offer a safety net. Unfortunately, most of us learn through our mistakes. If you are giving a project or new responsibility to someone who has been untested, make room for mistakes and errors. Always think ahead and be prepared should the unforeseen happen. If someone is failing to meet a deadline, be sure to communicate with that person directly.

Offer your assistance, but don't step in until you see that the person is crossing a boundary of professional or personal harm. When you do step in, let him or her know why. Again, offer advice for how to get back on track and don't offer to do it for them. Planning for the unexpected will provide a safety net for both your department and your employee.

In short, talented people want to grow and take on increasing responsibility. If they don't get this from you, they will most likely move to another department or leave the company altogether. But if they like you doing their work for them, chances are you will only get more and more work to do.