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Create SOPs and instructions, looms and teach until your employee can be free. When giving instructions ask “do you think this is the right way, what do you think” etc
I feel like you just have to make that decision to stop back. If you have put standards in place you can only step back and coach when things don't go as it's supposed to. It's almost like you gotta let people dig a hole for themselves and all you can do is coach.
It is hard to make that turn, no other way to say it. But it’s great that you’ve recognized you’re doing something you don’t want to be doing to your team, so kudos for being self aware.
Couple things that worked for me when I made this turn in my career.
Accept that it won’t be done “your way”. This was so hard for me, because as arrogant as it may sound, I knew my way was usually the right way of people would just do it like I would do it. But that’s akin to an athlete saying “why can’t you just shoot like me you dummy?” As others said, giving direction and letting people fall down is essential to help them learn, and teach yourself to let go.
Give people rope to run. Great people flourish when they know they have your trust. I always say to my teams “you have my trust, until or unless you give me a reason you shouldn’t have it”. Starting from reservoir of good will and letting people find their own way of doing things is the key to unlocking their potential, and yours as a leader.
Make the space to help them clean up the mess. If they do fail the first time, and it’s not unlikely, make sure you are there to help them pick themselves up, dust off, and know that you’ll be there to help them course correct without making them feel they disappointed you.
All easier said that done, and it didn’t happen overnight for me (or any leader I know that I admire). Obviously this is not an exhaustive list, but these points helped me unwind myself from bad habits and create an environment where people could shine in their own way, with confidence because they know I’m there to help when and as they need it — but I won’t jump in and get in their shit if they don’t ask and they’re confidently running.
Hope this helps. You’ll find your own way. And again, good on you for recognizing you’re not acting in the way you’d like to as a leader!
The leadership team in my organization is embracing the “problem framer” role of leadership. Most of us got to where we are by being problem solvers and want it done “our way”. Well, it’s time to hand off the baton to those who do the work- your role is to frame the problem, provide coaching/guidance (hey, leadership!), and let the do-era do.
Will they make mistakes? Sure. But so did you at points in your career. Give them the room and grace to grow.
Totally been there. The turning point for me was realizing that me fixing things was often slowing the team down more than helping. I started asking, “What support do you need from me?” instead of giving instructions. It took practice, but now I only jump in when they ask—or when it’s truly high-risk.
It really depends on how you insert yourself into the details. If you’re telling them what to do and how to do it, then yes, you’re micro-managing. If you’re reading over details and say something like “This is a great start, considering using resources such as....” then you’re mentoring. They’re never going to learn how to be better if you keep doing it for them. Another tactic, if you can find the time to do it, is having a learning moement that you share in your weekly team meeting. Each week one of your employees could share their learning moment (as long as it’s something that actually teaches everyone something). You’ll find that you’ll be micro-managing less because you’re now inspiring them. There’s a big difference. Hope this helps. And if you ever need coaching, I’m available. www.mikedoriacoaching.com