Fight Your Tendency to Micromanage
Sarah Auer, MPH, CHES® (she/her/hers)
Program Analyst II
[signature_931968460]<http://www.cste.org/>
Council of State and Territorial Epidemiologists
“Using the power of epidemiology to improve the public’s health”
Become a Member<https://www.cste.org/general/custom.asp?page=WhyJoin> • Facebook<https://www.facebook.com/CSTE.org> • Twitter<https://twitter.com/CSTEnews> • Instagram<https://www.instagram.com/cstenews/>
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From: Jessica Arrazola <jarrazola@cste.org>
Sent: Friday, September 23, 2022 9:56 AM
To: Sarah Auer <sauer@cste.org>
Subject: FW: The Management Tip of the Day
________________________________
From: Harvard Business Review <noreply@a.email.hbr.org<mailto:noreply@a.email.hbr.org>>
Sent: Friday, September 23, 2022 9:56:19 AM (UTC-05:00) Eastern Time (US & Canada)
To: Jessica Arrazola <jarrazola@cste.org<mailto:jarrazola@cste.org>>
Subject: The Management Tip of the Day
Fight Your Tendency to Micromanage. Micromanaging—being overly prescriptive or following up too much—is a surefire way to demotivate your employees and rob them of learning opportunities. Here are three ways to ensure you’re not being a micromanager.
* Focus on outcomes, not process. The next time you assign a task or project, describe the outcome you want—not every step you want the person to take along the way. The goal here is to give them the autonomy and space they need to step up and get the job done.
* Set clear expectations around feedback. At the start of each new project, discuss when and how you’ll be giving constructive input. This will allow you to step in and redirect the flow of the project whenever necessary—without being overly involved or catching your team off guard.
* Manage up. In conversations with your own boss, talk about your team—how you’re helping employees grow, places they’re stepping up and shining, and what your plan is for the long term. This will help you build trust, demonstrate competence, and remove some of the pressure that leads to micromanaging behaviors in the first place.
[Management Tip of the Day]<https://t.a.email.hbr.org/r/?id=hb5acbf3a,165e0a63,165e0a65&e=cDE9P3V0bV9tZWRpdW09ZW1haWwmdXRtX3NvdXJjZT1uZXdzbGV0dGVyX2RhaWx5JnV0bV9jYW1wYWlnbj1tdG9kX2FjdHN1YnMmdXRtX2NvbnRlbnQ9c2lnbmlubnVkZ2U&s=rqXPhX7k40jRc73AoFsUFCrC97Y1mXA0Rv-NeNDQ5k8>
Today’s Tip
Fight Your Tendency to Micromanage
Micromanaging—being overly prescriptive or following up too much—is a surefire way to demotivate your employees and rob them of learning opportunities. Here are three ways to ensure you’re not being a micromanager.
* Focus on outcomes, not process. The next time you assign a task or project, describe the outcome you want—not every step you want the person to take along the way. The goal here is to give them the autonomy and space they need to step up and get the job done.
* Set clear expectations around feedback. At the start of each new project, discuss when and how you’ll be giving constructive input. This will allow you to step in and redirect the flow of the project whenever necessary—without being overly involved or catching your team off guard.
* Manage up. In conversations with your own boss, talk about your team—how you’re helping employees grow, places they’re stepping up and shining, and what your plan is for the long term. This will help you build trust, demonstrate competence, and remove some of the pressure that leads to micromanaging behaviors in the first place.
This tip is adapted from “How to Stop Micromanaging and Start Empowering<https://hbr.org/2022/09/how-to-stop-micromanaging-and-start-empowering?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge,”> by Lia Garvin
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Harvard Business Publishing
20 Guest St, Suite 700
Brighton, MA 02135
Program Analyst II
[signature_931968460]<http://www.cste.org/>
Council of State and Territorial Epidemiologists
“Using the power of epidemiology to improve the public’s health”
Become a Member<https://www.cste.org/general/custom.asp?page=WhyJoin> • Facebook<https://www.facebook.com/CSTE.org> • Twitter<https://twitter.com/CSTEnews> • Instagram<https://www.instagram.com/cstenews/>
2635 Century Parkway NE, Suite 700, Atlanta, GA 30345
Tel: 770.458.3811 | Fax: 770.458.8516 | www.cste.org<http://www.cste.org/>
We are hiring! Please visit our Career Center<https://workforcenow.adp.com/mascsr/default/mdf/recruitment/recruitment.html?cid=e81ae9c7-e644-4610-b6d3-397907be3551&ccId=19000101_000001&lang=en_US> to apply.
From: Jessica Arrazola <jarrazola@cste.org>
Sent: Friday, September 23, 2022 9:56 AM
To: Sarah Auer <sauer@cste.org>
Subject: FW: The Management Tip of the Day
________________________________
From: Harvard Business Review <noreply@a.email.hbr.org<mailto:noreply@a.email.hbr.org>>
Sent: Friday, September 23, 2022 9:56:19 AM (UTC-05:00) Eastern Time (US & Canada)
To: Jessica Arrazola <jarrazola@cste.org<mailto:jarrazola@cste.org>>
Subject: The Management Tip of the Day
Fight Your Tendency to Micromanage. Micromanaging—being overly prescriptive or following up too much—is a surefire way to demotivate your employees and rob them of learning opportunities. Here are three ways to ensure you’re not being a micromanager.
* Focus on outcomes, not process. The next time you assign a task or project, describe the outcome you want—not every step you want the person to take along the way. The goal here is to give them the autonomy and space they need to step up and get the job done.
* Set clear expectations around feedback. At the start of each new project, discuss when and how you’ll be giving constructive input. This will allow you to step in and redirect the flow of the project whenever necessary—without being overly involved or catching your team off guard.
* Manage up. In conversations with your own boss, talk about your team—how you’re helping employees grow, places they’re stepping up and shining, and what your plan is for the long term. This will help you build trust, demonstrate competence, and remove some of the pressure that leads to micromanaging behaviors in the first place.
[Management Tip of the Day]<https://t.a.email.hbr.org/r/?id=hb5acbf3a,165e0a63,165e0a65&e=cDE9P3V0bV9tZWRpdW09ZW1haWwmdXRtX3NvdXJjZT1uZXdzbGV0dGVyX2RhaWx5JnV0bV9jYW1wYWlnbj1tdG9kX2FjdHN1YnMmdXRtX2NvbnRlbnQ9c2lnbmlubnVkZ2U&s=rqXPhX7k40jRc73AoFsUFCrC97Y1mXA0Rv-NeNDQ5k8>
Today’s Tip
Fight Your Tendency to Micromanage
Micromanaging—being overly prescriptive or following up too much—is a surefire way to demotivate your employees and rob them of learning opportunities. Here are three ways to ensure you’re not being a micromanager.
* Focus on outcomes, not process. The next time you assign a task or project, describe the outcome you want—not every step you want the person to take along the way. The goal here is to give them the autonomy and space they need to step up and get the job done.
* Set clear expectations around feedback. At the start of each new project, discuss when and how you’ll be giving constructive input. This will allow you to step in and redirect the flow of the project whenever necessary—without being overly involved or catching your team off guard.
* Manage up. In conversations with your own boss, talk about your team—how you’re helping employees grow, places they’re stepping up and shining, and what your plan is for the long term. This will help you build trust, demonstrate competence, and remove some of the pressure that leads to micromanaging behaviors in the first place.
This tip is adapted from “How to Stop Micromanaging and Start Empowering<https://hbr.org/2022/09/how-to-stop-micromanaging-and-start-empowering?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge,”> by Lia Garvin
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Harvard Business Publishing
20 Guest St, Suite 700
Brighton, MA 02135