From Micromanagement to Delegation

My professional life has also revolved around this topic, and now while managing my own team, I often find myself dealing with “micromanagement.”

This subject has both a procedural definition from the perspective of management science and a psychological dimension that must be addressed.

The first perspective to consider in delegation is the “psychological dimension.” In other words, a person must want to delegate, intend to delegate, and take action. If even one of these three elements is missing, we can only partially speak of delegation. When someone is psychologically dependent on their work, derives power from their expertise, or uses the “only I can do it” mindset as a field of authority — often without even admitting it to themselves — it becomes a situation where top leadership must step in directly. Leaving HR alone to handle such individuals without the authority of top management would not be effective. These people are often the main bottlenecks that limit the potential of the talent pool.

Now, let’s move on to the procedural side of delegation. Here, things are relatively clearer since the steps are more defined:

• Separate the tasks on your plate into operational and strategic (high-impact and long-term).

• Sit down with your colleague and assess what they can fully or partially take on, starting with operational tasks.

• Clearly define what you expect from them as deliverables, as well as the frequency and method of feedback.

• Agree on the process, monitor it, and provide frequent feedback at the start, then less over time to stay aligned.

• Remember: even though authority is delegated, the responsibility for the outcome still rests with you.

A leader’s greatest success lies in building a structure that functions effectively without their direct involvement.