How to be a leader, not a micromanager.

During my years of making my way up the chain, I have had the opportunity to meet and observe a range of different people in different management roles. This ranged from CEOs, Regional and State Managers, Supervisors and Team Leaders.

Before starting my own Leadership Development Company, I always found it interesting to watch and observe different leaders in different organizations and see what their strengths and weaknesses were.

With my heart set on building a successful company and being a fantastic leader to my team, the last couple of years have been the most fascinating to me and helped me grow and learn.


One of the main mistakes I see so many leaders make is being unable to resist the urge to micro-manage everything that happens within the working environment.

In the years building up to starting Evolution In Leadership, I came across one such CEO that would micromanage every little thing. This included job interviews, marketing, designing of tools to help the business progress and many other decisions that could have easily been made by the very capable team.

I found it really interesting to watch, as I was interested in how this type of leadership would work and what the outcomes would be.

Over a period of about a year, I could start to see cracks appear from the effects that the micro-managing was having on this particular workplace.

The types of issues that were visible were things like;

  • Problems never being solved and issue after issue with tasks that could have been fixed easily.
  • Very bad work culture and poor morale.
  • Unhappy customers because simple mistakes kept on occurring.
  • Setting people up for failure.
  • Bad image for the company.
  • No systems in place, as new ideas were never taken on board to improve.
  • No real leadership, so everyone would just do what they felt like.
  • No-one seemed to really care about the workplace.
  • High staff turnover.

One of the most important parts of growing a business and becoming a fantastic leader is to contribute to building future leaders. Even if you feel that one day these people might leave to start their own venture, it’s always important to build trust.

That’s why it’s really worthwhile to take a back seat and let the people you lead take control at times.

This could be things like;

  • Letting the team look after different projects in the workplace.
  • Trialing people’s ideas and giving them credit regardless of whether it works or fails.
  • Let the team know you trust them and see what support you can offer them without giving too much support. Let them call the shots.
  • Clarify all instructions before setting tasks and ask questions so all parties are on the same page.
  • Make a deal on how often you might check in on team projects.

By showing your team that they have your support, it will give them the confidence to develop as leaders themselves while working towards creating a better workplace.

Please take the time to watch this 2-minute presentation courtesy of on how to be a leader, not a micromanager.

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