Either way, the message being sent, and being received is NO TRUST!   No trust in your staff’s ability to do their job, and No trust in your own management ability.   It is soul destroying and Team crushing.

So¸How often should you catch up with the heads of your department, or your staff in order to support them without micro-managing them.

So many opinions, but many agree that an inclusive approach works.   Regular meetings (weekly) to discuss issues, problems and strategies for the forthcoming period.    This allows for individuals to be confident in their position , be accountable and have team support.   It also provides updates for management re timelines and progress.

Each manager is given the opportunity to present an overview of the previous week, and its impact on the company; relevant issues and proposed methods of managing them are tabled for discussion.    A short activity plan for the upcoming week is also presented.

This ‘on the table’ approach encourages colleagues to ask for and receive support from each other.  Offering solutions to problems, and indeed, to pre-empt future problems.   With this team support, the need for micro-management is minimized.   An open door policy for private meetings is always essential for serious issues.

Micro-management can be further minimized at the beginning of employment. Realistic position statements, clearly defined lines of accountability, and a sense of ownership and pride for the company aids individuals to take responsibility for their role .

Recognition of individual staff members or the team initiative, is imperative to promoting autonomy, respect and responsibility.  At the same time negates the need for micro-management.    For more useful information try mindtools.com or discuss further in the world wide Court of Public Opinion , www.copo.com