Breaking the Micromanagement Habit: How to Empower Accounting Teams

Are you a micromanager? If you find yourself constantly checking in on your team members, and struggling to let go of control, then you might be guilty of micromanagement.

In this blog post, we'll explore what micromanagement is and why it is bad news for your firm. Sit tight for a practical guide for managers of accounting firms to empower their team members and foster a more productive and positive work environment. So, let's dive in and learn how to break the micromanagement habit.

What is Micromanagement?

If you press excessive control in the day-to-day activities of your employees, you are micromanaging. It is a common problem in many workplaces, especially in times of remote work and flexible schedules.

Micromanagers often have a lack of trust in their employees' ability to complete tasks on their own, which can result in them constantly checking in, providing excessive feedback, obsessively checking in the active-inactive statuses in the company's collaborative platform, asking for progress updates several times a day and redoing work. This can lead to a culture of distrust and disengagement, as team members feel that their contributions are not valued or respected.

Is Micromanagement Good or Bad?

Micromanagement has been a topic of debate for many years, with some arguing that it is necessary for maintaining quality control and others contending that it ultimately harms the team and the company. While it is true that some level of oversight is necessary to ensure that tasks are completed correctly and efficiently, micromanagement goes beyond simple oversight and can lead to a host of negative consequences.

When managers micromanage their team, they often create a culture of fear and anxiety, where team members are afraid to make mistakes or take risks for fear of being criticized or micromanaged. This can lead to decreased morale, motivation, and engagement, all of which can negatively impact team performance and productivity. Additionally, micromanagement can stifle creativity and innovation, as team members are not given the freedom to explore new ideas.

Ultimately, while some level of oversight is necessary, micromanagement is not the solution. Instead, managers should focus on building a culture of trust and empowerment, where team members are given the freedom to take ownership of their work and make decisions independently. By doing so, managers can foster a more engaged and motivated team that is better equipped to tackle complex challenges and drive business success.

Micromanagement vs Accountability

The key difference between micromanagement and accountability is the level of trust that exists between the manager and the team. Accountability is built on a foundation of trust, where team members are given the freedom to take ownership of their work by setting clear expectations, providing regular feedback, and holding team members responsible for their delivery.

Accountability is providing team members with the resources and support they need to succeed. This includes training and opportunities, coaching, and easy access to the tools and resources they need to complete their work. By doing so, managers can create a culture of continuous improvement that encourages team members to learn, grow, and develop new skills.

5 Habits That Could Tell You You're Micromanaging

You know you are micromanaging if you are:

• Constantly checking in on team members: obsessively checking the active/inactive statuses in the company's management platform to form an idea of how and if their working.
• Asking for progress updates several times a day, even if the deadlines are still far away or not pressing just to verify that your request is being prioritized as you ask for.
• Redoing work that has already been completed because you don’t trust the work done by your team and need to review and revise every single detail.
• Not delegating tasks effectively: assigns tasks that don't match the strengths or expertise of the team members or assigns multiple tasks that exceed the team member's capacity, leading to overwork and stress.
• Criticizing minor details: nitpicking minor details like font size, color, or formatting of the report or presentation rather than focusing on the overall quality and effectiveness of the work done.

Micro Management Vs Macro Management?

While micromanagement involves closely controlling and supervising every aspect of a team member's work, macro management focuses on setting goals and providing support to enable team members to work independently.

This approach recognizes the unique skills and abilities of each team member and provides them with the resources they need to succeed. Macro managers provide guidance, support, and feedback, but they also trust their team members to take ownership of their work and make decisions that will drive the team toward success.

While both micromanagement and macro management have their place, macro management is generally considered a more effective approach to team building. By setting clear goals and empowering team members to take ownership of their work, macro managers can foster a positive and productive work environment that supports creativity, innovation, and growth.

Tips for Breaking the Micromanagement Habit

Micromanagement can be a difficult habit to break, but with the right strategies, accounting firm managers can learn to transition from micromanagement to macro-management. Here are some practical tips to help managers empower their team members and foster a more productive and positive work environment:

• Set clear guidelines: while managing a remote team, set clear guidelines and protocols to inform active working hours, personal time off, and an autonomous way to report tasks’ progress.
• Delegate effectively: match tasks with strengths and expertise for each team member. Provide guidance and support when needed, but avoid controlling the process before far head deadlines.
• Give regular feedback: make sure to make it constructive feedback to your team members and their work. This will help them know how to improve if necessary.
• Lead thought to trust: It’s better to encourage others to take risks and make mistakes than obsess over avoiding them. Encourage open communication and collaboration, and avoid criticizing or second-guessing their decisions.
• Give your team members the tools and resources they need. Nothing is more frustrating than cumbersome bureaucracy for a software license. Make sure to give access to training, technology, and other resources.

All in all, encourage your team to take ownership of their work and make decisions that will drive the team toward success.

Final words

The benefits of empowering your team are numerous, including increased productivity, improved morale, and a more creative and innovative work environment. So, take the time to reflect on your management style and make the necessary changes to build a more productive and positive work environment for your accounting team. By breaking the micromanagement habit and empowering your team members, you'll set your company up for long-term success.

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Kevin Mitchell, CPA

Senior Manager and CPA with over 20 years of experience in accounting and financial services, specializing in risk management and regulatory compliance. Skilled in managing audits and leading teams to deliver exceptional services. Proud father of two.

🔗 Kevin Mitchell | LinkedIn