Often managers struggle to find the right balance when delegating. One extreme involves micromanaging and the other extreme involves being hands off entirely.
In the recent Harvard Business Review article, Are You a Micromanager or Too Hands-Off?, Carole-Ann Penney offers three red flags that you should be on the lookout for that show you’re leaning too far in either direction:
• Red Flag #1: Your main focus is how you’re coming across as a leader.
• Red Flag #2: You’re redoing your team’s work . . . all the time.
• Red Flag #3: Your team’s projects are always moving slowly or people keep missing deadlines.
Do any of these red flags resonate with you? If so, the HBR article offers some suggestions for how you can give your team a more balanced level of support and direction. Penney also offers a series of questions to think about before you delegate a project.
Finding the right mix of control and trust can be tricky. Instead of hoping that you’re getting the balance right, know that it’s okay to ask your team to share feedback and hold you accountable. Tell them that you’re working to offer them both support and autonomy so that they can shine and grow.
Finding the Sweet Spot: Balancing Control and Trust When Delegating
