Are you tired of seeing people not doing their job as efficiently as they can? Do you notice your team slacking off and procrastinating while you’re doing all the work yourself? I get it.


I’ve been building and developing teams for 30 years now and I understand how it feels like. I know how frustrating it is to see people not delivering results or not finishing their jobs at the right time. Because they are dropping the ball, most players in my team are lagging behind – they can’t perform their best.


Micromanaging Meaning


According to Webster, micromanaging means that you want to oversee and take control of every part of a process, no matter how small. For example, if you or your team are doing a project, you want to know everything that they are doing and you want every decision to be run by you.


This is different from keeping your people accountable. Micromanagers want all decisions to be made by them. They let people implement but the final decision comes from them. 


Effective leaders, on the other hand, keep people accountable by knowing what they’re doing and offering support instead. They have trust in their people and they get out of the way. Steve Jobs once said:


“There is no point in hiring smart people and then telling them what to do.”


If you want to learn how to stop micromanaging, you must first develop your trust with your people. Most people will do good work if you trust them and keep them accountable.


Signs You’re Micromanaging


Here are 8 signs that you’re being a micromanager:


  1. They avoid delegation.
  2. You’re constantly making reports.
  3. You’re not allowed to make decisions.
  4. They complain constantly.
  5. Micromanagers won’t pass on their skills or knowledge.
  6. They don’t see the forest for the trees.
  7. Feedback falls on deaf ears.
  8. Projects drag on forever.


If you want to learn more about it, read this article we’ve found on different signs that you’re a micromanager.


Micromanaging Is Majoring In Minor Things


You see, most of the time when managers see this, they immediately micromanage their team. However, micromanagement is demoralizing and is counter-productive. In the long run, people won’t have the motivation to perform their best and the manager becomes burned out.


Ultimately, when you’re micromanaging, that means you’re majoring in minor things. If you major in the minor, it’s obvious to me that you’re not worth $50 million. You’re not worth $20 million. Not even $10 million.


If you’re majoring in the minor and you’re micromanaging your team, it’s a symptom of a deeper problem. At the core of the problem is you’re missing three elements within your organization.


3 Critical Elements On How To Stop Micromanaging


You Need To Have Effective Systems


First and foremost, you’re missing effective systems. If you have systems within your business that allows people to know what to do, when to do it, and how to do it, then you can leave them alone and let them do their job.


If they’re the right people, they will produce.


Most of the time, people don’t do their jobs because they don’t know what’s expected of them. They don’t know what to do, or how to do it in the most efficient way possible. Or if they do, they are not empowered with the tools they need to deliver results.


I see this problem with the private clients I work with. Most of the time, they don’t have effective systems that are duplicatable and scalable. However, once I work with them and implement my Ultimate Business Revolution or UBR Program in their business, their productivity and business results start improving.


Your business and your team will improve if you start creating systems in your business. That’s the first thing you’re missing in your business.


You Need Great Training


Second key that you’re missing is great training. Training is not something you did. It’s not something you did once and never do again. Training is something you do now and in the future. It’s something you need to think about and do every day, every day, every day if you want your people to get better.


You should also have a training system set up to try and test them every time you train your people. So you can be confident to say that your people are “tried and tested.” It’s an old saying, but it holds true – you need to try and test people. That’s what determines if you’re going to work with champions.


So, let me ask you: What kinds of training do you provide for your team? And are you actually testing them after you train them? If not, start planning and implementing today. It’s what’s going to take your business to the next level.


You Need To Keep People Accountable


Finally, if you ever feel like you’re running an adult daycare center, you’re most likely missing accountability. You’ve got to have a culture and a system where your team is held accountable to produce results and deliver deliverables. In my program Business MMA, we teach leaders and people how to manage, measure, and adjust their results.


The principle behind this is like how a prizefighter would act inside the octagon. They’re always managing their movements, measuring their opponent, and adjusting their technique. That’s how it should be in business.


Are you managing, measuring, and adjusting the productivity and results of your people? And can your people stand up in the marketplace? Because if not, you’re going to be micromanaging all the time.


Final Thoughts On How To Stop Micromanaging


It’s not that your people are lazy or incompetent. Micromanaging is the result of your lack of systems, lack of training, and lack of accountability. If you want to build a great team, you got to have those three different elements in your business so that you can focus on transforming your business, not just the transactional things.


You see, micromanaging and checking your people every 10 to 15 minutes, that’s transactional. That’s not doing the things that will transform your business.


And by the way, if you are micromanaging all the time, then you’re working IN your business all the time. That’s why your business is not growing. For it to grow, you need to be outside your business working ON your business, not inside.


Finally, I’ll leave you with this: So many people focus on time management. Time management to me is tactical, not strategic. In all the programs that I’ve produced, and all the systems I’ve created within different businesses, we learn about being strategic and tactical, transformational and transactional.


I spend 90% of my time focused on the transformational and strategic things I can do to grow my business. I set my team up to win with the systems, training, and accountability. And then, I leave them alone. And I love to do it!


Here’s one important business lesson I’ve learned: Productivity management is more important than time management. Because if you train your people properly and equip them with the right systems, and keep them accountable, they will be 10 times more productive. As a result, your business gets 10 times more results.