Delegate and Micromanage

Micromanaging has become a foul word in the corporate world. Being used by employees to describe overzealous managers, who don’t trust them to perform the simplest of tasks without constant interference.

No one wants to work for a boss who does not allow them any kind of freedom and does not want them to grow and gain experience by facing new challenges every once in a while. A superior who spends all of their time obsessed with tracking their team members’ actions is in no way making the best use of their resources.

But there are certain tasks that are essential and need to be ensured they are done correctly. In such circumstances, it’s better to think of micromanaging as opposed to delegation.

Delegating and micromanaging both have their places.

When delegating, aim for success

As business grows, tasks need to be handed over to other members of your organization. It arouses conflicting feelings. While one trusts the people they have recruited, they also wish to make sure their task is in capable hands. When deciding whether to delegate or not, assigning a task to someone who is unequipped to handle it is indeed a grievous error. If they fail, it will be damaging to their confidence, you faith and the company. One of the best strategies for avoiding such a scenario is to follow the 70 percent rule.

According to the 70 percent rule, if one believes that their employee is capable of doing the work at least 70 percent as well as them then it is beneficial to delegate it to them. Experts say that once one decides to delegate, it is vital not to challenge the trust they have placed in them by letting the instinct to micromanage creep in.

Allows employees to embrace new challenges

Delegating tasks to employees becomes a vital as the demands on time rise. But if one has the time to work on everything by themselves only, then probably delegating is not advised.

Employees are satisfied when they are given new challenges that allow them to expand their skill set in fresh and remarkable ways. One is far more likely to retain an employee if they are satisfied with their job. Employee retention has important consequences on both the bottom line and business culture.

Asking employees to take on new responsibilities is a cost-effective way of assisting them with professional development. They will have opportunities to learn things that will make them more versatile contributors and the company will reap the benefits of said versatility.


There are tasks that are critical to the survival of the company, such as hiring, raising capital and pursuing an acquisition, then one should make sure that they take control of the project themselves.

Ultimately, the job as CEO is to focus on thing that they can do better than everyone else, which will facilitate the performance of the team and allow taking the company to new heights. Distractions from this one thing by delegating tasks that could easily be performed by others should be avoided. It is essential to understand that delegating and micromanaging are both important skills for any leader to master.

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