Your instincts may be hurting (not helping) your team.

Observation 🧐

No one likes to be micromanaged, so why do so many of us resort to that tactic when we become leaders?

We know we should be be “helicopter parents” and must give our children space to learn. 

My son is currently learning to tie his shoelaces. He takes forever. He ties them poorly. They come undone constantly. I have to stop myself from just doing it for him. 

Why is it so hard?

Micromanagement can feel very instinctual.  

Micromanagers get a bad reputation, but they are most often coming from a good place and just want their team to perform at their best. When you see an employee struggling, it’s only natural to want to step in and help. 

Sales leaders also micromanage because, let’s face it, the stakes are high. We don’t want to fail, we are responsible for our team’s performance (which reflects on us, as leaders). Under high pressure, we feel we don’t have the luxury of allowing mistakes, and micromanagement can feel like a necessary evil.

This is even more pronounced for new leaders because if you haven’t seen what your team can achieve, it can be hard to trust them fully. Instead of giving space to experiment, we default to more oversight, assuming it will ensure quality results.

In these situations, we tell ourselves we are “saving time” by doing the work ourselves or dictating each step, but this approach backfires in the long run.

❌Reps feel like their leader doesn't trust them, which breeds resentment and lower engagement.

❌Reps don’t develop new skills.

❌Leaders can’t scale themselves because they are forced to do everything for every rep.

❌A leader’s brand suffers, nobody wants to work for a manager who can’t give up control. 

Some tips on how to ensure you are giving your team enough space to work through problems on their own. 

 ✅Set Clear Expectations and Goals: If you find yourself constantly checking in with your employees, it could be a sign that you haven’t properly set expectations that give AEs direction without dictating every step.

 ✅Give your team Decision-Making Authority: If team members hesitate to make decisions without your input, they may feel they lack the authority or support to act on their own. Define areas where they have full control and areas that need your sign-off, and provide consistent feedback on their progress.

 ✅Offer Structured Check-Ins: a regular cadence allows AEs to bring updates or obstacles to you for discussion. This practice signals trust and respect for their process while keeping you informed and available for support.

Determining how much space to give your team can be different for each individual and situation. Take into consideration an AE’s level of experience, confidence and performance to date. 

This shouldn’t be a binary, all or nothing, approach. Give AEs space in increments and see how they do. Course correct based on drops in performance and communication. 

Ultimately leaders need to make the shift from being a “doer” to a leader. When you allow your team to push through the struggle, the result is growth for all parties.

Thought Starter  🤔

“Leaders who don’t trust their teams end up doing everyone’s job but their own.” — Unknown

LINK to article

Love 🥰

My all time favourite podcast episode is about a blind man who taught himself to ride a bike 😯. Yes, you read that correctly. It’s a powerful story about how being treated as capable and being given room to explore can create unimaginable results.