“Train people well enough so they can leave. Treat them well enough so they don’t want to.” –Richard Branson

Micromanagers have a bad rap. Nobody seems to like them, and for good reason. As an event professional, attention to detail is critical for success. That exact attention to detail is where micromanaging rears its ugly head. When working alone, management is simple, you do it all. Yet without a skilled, motivated, and independent team, you are setting your events up for failure.

When you work with a team, management becomes more complicated. Though actions may be rooted in good intentions, micromanagement is actually pretty detrimental. Micromanagers simply want to create the best product and have ownership over the project, but do not know how to effectively communicate with their team.

If you are looking for the best ways to work with your colleagues and identify or change an event micromanager’s style, follow these helpful guidelines below.

How To Identify A Micromanager

The first step to determining management style is to be aware of your surroundings. Watch how you act, as well as how your colleagues treat and react to you. You can tell that you might be a micromanager if you exhibit the following traits:

  • Overly critical of your team and let them know it.
  • Inability to delegate tasks and assignments.
  • Ask for frequent and unnecessary reporting.
  • General communication troubles.
  • Your team(s) do not feel free to express themselves to you.

How Being A Micromanager Actually Affects Staff

Everyone wants to feel an ownership in what they do. People need to feel like they are a valued team member. If you want them to be self-motivated to do great work, they need to feel like they matter to you and the organization. If you are a micromanager, the detriment to your staff can be severe, and the effects might include:

  • A lack of motivation.
  • Lowered team morale.
  • Poor performance.
  • An imbalance of power among employees.

How To Establish A New Style

The first step is to acknowledge what is occurring. Remember that not every meeting, conference or incentive trip is perfect, but you can build the perfect team to handle every situation.

➔ Trust Your Team

Communicate your goals with your team. Let them know what your plans are. They will most likely be eager to help! Each person on your team should be an expert in their own field- registration, food & beverage, travel coordination, etc. Think of it as an opportunity to create the most amazing team ever. Be sure to allow them to interject their opinion into the conversation and be valued.

➔ Realistic Goals

When communicating, don’t automatically tell them when something is due. You should be able to have open and honest conversations about expectations and then use their help building out timelines. While you may think a vendor can complete a set-up in two hours, the program manager may be able to tell you it will actually be done in one full day.

➔ The “Just” Details

“Just” is one of the most misleading words. It is “just” a simple registration site. It is “just” a small conference. It is “just” a few phone calls. As event professionals know it is never just “just”. With every “just” comes hundreds of details and tasks. When new tasks come up, let your colleagues with more expertise in that field participate in the conversation to determine what those extra “just” details may be.

➔ Group Morale

Morale is a tricky beast. To get the most out of employees and vendors, you have to value their opinions, even if they differ from your own. In the end, if you are the authority figure, you will have the ultimate decision, but you should truly listen to the experience of your team. Let them shine and in return, your client’s event will shine brightest.