Do you ever find yourself thinking, “I know I shouldn’t micromanage, but how can I be sure the work actually gets done?” If so, you’re not alone.
In her e-book Are You the Manager You Thought You’d Be?, Beverley Lockett explains that many new managers struggle with the transition from being a team contributor to becoming the person responsible for ensuring results. This shift requires a skillset that you as a new leader might not yet have developed. As a result, it’s easy to fall into the trap of micromanaging, which can undermine team morale, engagement, and productivity.
Micromanagement often stems from a lack of trust. When managers don’t believe their team will deliver, they tend to keep the control themselves. Lockett’s solution? Learn to delegate effectively.
Here are five key strategies she recommends to help new leaders delegate with confidence and build a high-performing, empowered team:
1. Choose the right outcomes
Some outcomes are not suitable for delegation, as these may need your specific expertise, authority, or vision. Some may be too big, too vague, or too sensitive. As the manager, you have to decide which are appropriate to delegate.
2. Choose the right people
Choose the right people for the outcome you want. You should be thinking about the strengths and interests of your team and match them appropriately. Don’t delegate to the same people all the time. They will quickly become overloaded and other team members get resentful noticing your ‘favourites’. Always consider who needs opportunities to learn and grow. Show fairness and give your team new opportunities to shine.
3. Communicate effectively
Delegating means giving clear and effective instructions and communication. Communication should include the outcomes, expectations of delivery date, resources, and the feedback process you want to use. Having regular and constructive feedback enables you to build greater trust with your team. You should be explaining the purpose and value of the outcome and how it fits in with the vision of the project or organisation.
4. Trust your team
Delegating doesn’t mean giving up responsibility, quite the opposite. It means empowering and trusting your team to do their best. You don’t want to interfere, but you do want to respect their autonomy and creativity in solving problems. Build accountability feedback loops into your meetings. These recognise achievements and challenges but also open up honest communication where they can ask for help. They encourage trust which in turn encourages commitment.
5. Reflect
As a manager you will be delegating every day. This is the skill you need to hone, so learn how to reflect upon interactions. What happened? Did you get the outcome you wanted? Could you have done anything differently to achieve the desired outcome? Reflection is a valuable skill for great managers to have.
Delegating can be one of the most challenging aspects of leadership, especially for new managers. But it’s also one of the most rewarding. As Beverley Lockett wisely puts it: “Avoiding micromanaging means delegating effectively.” By learning to delegate, you’ll also unlock the full potential of your team.
Get more tips to be a great leader in Beverly Lockett’s book, Are You the Manager You Thought You’d Be?.
