For many leaders, micromanagement feels like a noble pursuit of perfection.

Some don’t realise they’re doing it. Others do realise, but simply can’t help themselves.

Micromanagement often stems from a sense of commitment, responsibility or the pressure of ultimate accountability from shareholders, the supervisory board or the organisation itself. It’s not about doing everything flawlessly, but about the feeling that everything must remain under control. And preferably in an orderly fashion.

Many leaders feel the urge to ensure everything runs extremely smoothly. Their own work, that of others – it has to be right. And preferably their way, because that has taken them far and feels like the right path. As soon as something deviates, they intervene. They make adjustments, correct things, or take over.

I recently spoke to a CEO who was becoming increasingly annoyed with his team. People were in the office less often and gave reasons he had his doubts about. At the same time, he proudly explained how high he sets the bar, both for himself and for his team. For him, the two went hand in hand.

When we reflected on this a little longer, something else became apparent. The team was adapting. People were taking less initiative, keeping their distance (literally working from home more often) and becoming more cautious in their decisions. Not because they didn’t want to, but because deviations were often corrected.

The CEO interpreted this as a decline in commitment and began to trust his team less. This has a knock-on effect: in how you look at things, what you ask, and how you react. The team notices this and loses their enthusiasm and motivation. This creates a pattern that achieves exactly the opposite of what you want to achieve as a leader.

Leadership requires an awareness of the impact of your actions and the ability to hold back for a moment when you feel the urge to intervene. Ask yourself: is intervention really necessary, or can I allow room for an approach other than my own? Not everything has to be perfect. Develop an awareness of your tendency towards micromanagement, practise letting go, and give your team the space to take responsibility for themselves. I’ve had to learn this myself too…