Are You Getting Micromanagement Confused with Accountability?

This week, I've been thinking a lot about micromanagement. Specifically about some of the conversations I've been having with leaders, and ironing out a few myths when it comes to being a 'micromanager' and holding someone to account.

I'm not sure if this resonates this you, or perhaps you've just seen this happening in your workplace and it's the lack of holding someone to account incase you're being perceived as a 'micromanager' *cue scary ghost noise.

I want to be really clear, as a leader, it is your responsibility to hold your people to account. This is not micromanaging. I've included some myths about micromanagement, I thought you might like below.

First, let's clear up what it actually means to micromanage. Here are my thoughts and definition.

Micromanaging is when a leader tries to control every detail of their team's work, often getting involved in tasks that should be delegated. It creates a sense of mistrust, stifles creativity, and slows down progress by focusing too much on the how rather than the what.

Instead of empowering people to take ownership and make decisions, micromanagement keeps them dependent on constant oversight, ultimately undermining both the leader's effectiveness and the team's potential to grow. (to read my viral article on empowering your team to make yourself redundant head here).

Now, let's get into some Myth busting. (Please keep in mind, I'm a child of the 80s so I've had the ghost busters theme song on repeat while writing these).

Myth 1: Holding People Accountable Is Micromanaging

Reality: Accountability is about setting clear expectations and following up to ensure results. Micromanagement, on the other hand, is controlling the "how" at every step instead of focusing on the end result.

Myth 2: Following Up on Deadlines Is Micromanaging

Reality: Checking in on overdue tasks is a basic management responsibility, ensuring projects stay on track. Micromanaging happens when you hover over every small action, not when you follow up on deliverables.

Myth 3: Setting Clear Guidelines Is Micromanaging

Reality: Defining boundaries and providing clear direction is essential for effective leadership. Micromanaging occurs when leaders impose overly rigid control, rather than offering structured guidance.

Myth 4: Being Involved in Projects Means You're a Micromanager

Reality: Good managers are involved to ensure alignment with broader goals. Micromanagers cross the line when they involve themselves in every detail and decision, preventing the team from working autonomously.

Myth 5: Requesting Status Updates Is Micromanaging

Reality: Regular updates are necessary to monitor progress and adjust strategies if needed. Micromanagement is excessive when leaders demand constant reporting without allowing room for action.

Myth 6: Providing Feedback Is Micromanaging

Reality: Feedback is an essential part of growth and improvement. Micromanaging, however, focuses on nitpicking and criticising minor details instead of offering constructive guidance.

Myth 7: Being Organised and Detail-Oriented Is Micromanaging

Reality: Managing details is part of ensuring that projects run smoothly. The difference is that micromanagement fixates on minor tasks without giving employees the trust to execute their responsibilities.