Trust your manager

Control is good, Trust is better

You know everything better? Can your employees never please you? The vague idea of ​​loss of control is a nightmare for you? Then you are a classic micromanager - and you are about to ruin your team's success. Why trust not only makes your life better, but also the life of your employees - and how you can use it to demonstrate true leadership qualities.

If the boss constantly interferes, it is not only a nuisance for the individual employee. The success of the whole team can be at stake.

Do you think micromanagers are a species that is becoming extinct? You are wrong about that. Because there are still a lot of superiors in numerous companies who act and lead exclusively according to the maxim "Trust is good, control is better". The main problem here: These Kontrolettis only rarely recognize that their behavior and leadership style can lead to serious and fundamental problems in teams and departments. But micromanagement is certainly a stumbling block for your own career, and in some cases even a danger. With career coach Dr. Christine Gindest you will find out whether you are a typical micromanager. She gives tips on how to get out of this career trap.

Fatal consequences of micromanagement

Micromanagers are primarily characterized by the fact that they intervene specifically in the professional tasks of employees - often across several hierarchy boundaries - and repeatedly. Micromanagers are - to put it bluntly - real control freaks who feel that they have to tell their employees down to the smallest detail how they have to do their jobs. In order to then take on exactly these tasks themselves in the next step - because they believe that the employees are not able to do so.

This type of management can permanently poison the working atmosphere in the company, as it burdens processes, employees and managers alike. “Micromanagers usually unintentionally send dangerous signals to their employees through their behavior: I don't trust you to solve this task. It is logical that employees then only do what the micromanager tells them to do, ”explains career coach Christine Getermined. Employees who are led in this way do not try anything anymore, secure themselves three times, just to avoid making mistakes, and take no more responsibility. The result: stagnation and frustration in the team. With dangerous consequences for executives who are arrested in micromanagement.

Dangerous loss of control

Career coach Dr. Christine Gindest sees micromanagement as a risk to career development.

Managers who take care of all the details themselves can have a say everywhere in the company, but sooner rather than later they will no longer have anything under control. Managers who are the best experts themselves know everything better (and feel secure and confirmed), but neglect their actual area of ​​responsibility around the central topic of "leadership".

Christine Gindest emphasizes: “Leadership means empowering and motivating others to achieve goals. To do this, the manager has to help develop strategies and also communicate them for their own area of ​​responsibility in order to give their employees reliable orientation. This is the only way you can demonstrate to your boss that you have leadership skills that will also qualify you for the next higher tasks.

The typical micromanager

"If a manager tells me, 'Before I explain this to my employees in full length, I'd rather take on the task myself," I quickly prick up my ears, "reports career coach Dr. Christine Gindest. To find out whether the manager in question actually tends to micromanage, she asks test questions in three main areas:

  • Time and self management
  • Leadership and team development
  • Acceptance and positioning in the management team

Tips for micromanagers

Expert Gindest advises executives who tend to micromanagement: “Use all the skills that you have available! Allow your employees own Bring ideas and that they own Find solutions! Explain to your employees what it is about and what exactly is to be achieved. Then let your employees do the work. Without monitoring you permanently. "For further concrete measures, the expert recommends the" 12 techniques for avoiding micromanagement in a team ", which the Young Entrepeneur Councils has put together:

  1. Keep weekly meetings
  2. Use powerful project management software
  3. Define specific outcome levels
  4. Share the vision of the big picture
  5. You decide together aims
  6. Get the joy of work
  7. Run your company in a results-oriented manner
  8. Ask yourself: am I really micromanaging?
  9. Provide orientation with clear templates
  10. Keep your team small
  11. Define and communicate your vision and values
  12. Determine the goal - but not the way to get there

Control is good, Trust is better

Real life is often the best advisor, and Christine Gindert clarifies her core message “Control is good, trust is better” with a little personal story: “At the beginning of the school year, parents have to work through long shopping lists. I was at a seminar that week and knew I couldn't do it. When I came home with a guilty conscience, my eight-year-old son surprised me, beaming with joy and proud: 'Mom, I bought everything!' I've been to the store three times, but now I've got it all! "What I learned back then? Only those who allow others to do something themselves and find solutions independently promote personal and professional development. "

About the author

Jörg Peter Urbach is Author, editor and Blogger with a passion for languages. He has been writing for more than 25 years. For print and online. Concepts. Stories. Technical article. As the long-time editor-in-chief of the portal Wissen.de and Brockhaus Digital, he knows how to inspire readers and find topics. You can find his portfoliounder
UrbacH - text. and communication.

When the Kiel native isn't writing, he hikes and photographs the Alps. Or listen to the opera. With mindfulness.