Choose to be a multiplier, not a micromanager.
Choose to be a multiplier, not a micromanager.
Achieving results through people means letting go and supporting your team to find the right path themselves.
But it's tempting to swoop in with detailed instructions or finish tasks yourself in the belief achieving the outcome justifies the means.
But micromanaging breaks two key foundations of collaboration and sets leaders up to fail.
It breaks Trust - it says, "I don't believe you'll figure it out without me."
It undermines Respect - it says, "Your needs don't matter, mine do."
Liz Wiseman, author of Multipliers: How the Best Leaders Make Everyone Smarter, interviewed over 150 leaders across four continents and observed those that achieved the best performance from their teams didn't try to be the smartest person in the room or take over when things got tough.
Instead, they amplified the intelligence and capability of others. They were Multipliers.
She found leaders who were Multipliers got more than twice the capability and innovative thinking from their teams compared to micromanagers, which she called Diminishers.
Multipliers created space for others to think, contribute, and take ownership.
They asked great questions instead of giving all the answers, expected people to stretch, and created an environment where people felt safe, and challenged, to use their full capabilities.
How to break out of the micromanaging cycle
Here are eight steps to break the micromanaging cycle from Dr Cheryl Robinson.
Build a foundation of trust—Openly communicate expectations and demonstrate confidence in your team’s abilities. Show them how their contributions align with the broader mission of the organization.
Define clear goals—Empowerment begins with clarity. Set specific, measurable objectives and outline decision-making parameters. This framework allows employees to operate autonomously while focusing on the bigger picture.
Master the art of delegation—This isn’t about offloading tasks but creating opportunities. Assign responsibilities that align with each team member’s strengths, and focus on the desired outcome, not the method. This approach fosters creativity and ownership.
Adopt a growth mindset—Encourage your team to view challenges as stepping stones rather than obstacles. When leaders embrace risk-taking and learning from failures, they create an environment ripe for innovation and resilience.
Listen to understand—Active listening is one of the most underrated leadership skills. Genuinely engaging with your team’s ideas and feedback builds trust.
Prioritise outcomes over processes—Shift your focus from micromanaging tasks to assessing the results. Giving your team the freedom to determine their own approach fosters ingenuity and efficiency.
Foster flexibility—Empower employees to work in ways that suit their strengths. This flexibility boosts job satisfaction and encourages innovative problem-solving.
Practice self-awareness—Change begins with introspection. Regularly assess your management style, seek honest feedback from your team, and remain open to constructive criticism. Self-awareness is the first step in overcoming micromanagement tendencies.
While micromanaging feels good because it gives the illusion of control, it creates the bigger problem of building a team that doesn't feel safe to bring their full creativity or take accountability.
And accountability mixed with creativity is the ultimate multiplier of human capability.
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