A colleague of mine recently discussed a common fear among managers: being labeled a micromanager. This term often describes a manager who excessively supervises employees, provides unnecessary guidance, and is overly concerned with the specifics of how and when tasks are completed.

However, research from Blanchard® suggests that the real issue in today’s workforce isn’t too much supervision, but rather too little.

In a Blanchard® survey, we asked employees what kind of leadership they wanted from their manager. Most respondents desired a combination of high direction and high support. When asked what leadership they actually received, the majority reported a lack of both direction and support.

It's not that managers don't want to help—they generally do! The issue is that managerial time is stretched thin. A 2024 Blanchard survey found that many managers felt overwhelmed by their workloads, with:

• 70% juggling too many projects

• 66% managing too many goals

• 60% facing too many priorities

• 59% struggling with unclear priorities

At Blanchard, we believe that one way to help managers become more effective is by teaching them how to manage their time more efficiently. Our SLII® model outlines the four predictable stages of employee development when tackling a work goal, and shows how managers can adjust the level of direction and support they offer based on their team member’s needs.

Development Level 1: Enthusiastic Beginner At this stage, the employee is excited about the new task but lacks competence. They require clear, detailed direction about how to complete the task and what success looks like. This is the opposite of micromanagement. However, too often, managers mistakenly assume that enthusiasm equals competence, and when the task proves more complex, the employee is left to figure it out alone. This leads to frustration and inefficiency.

Development Level 2: Disillusioned Learner At this stage, the employee realizes how much they don’t know and becomes discouraged. They need a manager who provides both high direction and high support to help them navigate the learning curve. This is not micromanaging; rather, it’s giving the learner the guidance they need to build competence, confidence, and commitment to the task.

Development Level 3: Capable, but Cautious Contributor Here, the employee has developed some competence but may still lack confidence and commitment. This is where micromanagement can start to occur. The employee has the skills to do the job, but they may still need encouragement and reassurance. A skilled manager will reduce the level of direction provided, focusing on offering support and encouragement while allowing the employee to take charge of the process.

Development Level 4: Self-Reliant Achiever At this stage, the employee is fully competent and confident in completing the task. They require minimal direction or support. The manager’s role here is to challenge the employee with new goals and opportunities to share their expertise with others.

When managers lack the time to micromanage, the issue often lies in a poor management pattern. Managers may set goals at the start of the year and then leave their employees to work with minimal guidance until problems arise. When things go wrong, they step in, point out deficiencies, and apply pressure without offering adequate support. This sporadic pattern of high direction with low support undermines effective development and creates a micromanaging atmosphere.

To avoid being labeled a micromanager, Blanchard’s SLII® model provides a proven, three-step approach to provide the right direction and support at the right time in a way that employees appreciate:

1. Set clear goals: Collaborate with your team to identify clear, actionable goals, define priorities, and establish expectations for success. Document these details and ensure mutual agreement on the tasks and deadlines.
   
   

2. Diagnose development level: Assess your team members’ competency levels for each task. Are they new to the task, or are they experienced? For first-timers, more direction is needed; for experienced employees, your focus should be on providing support.
   
   

3. Provide a matching leadership style: Stay engaged with your team through regular one-on-ones to review progress, offer direction, and provide support where needed. Being actively involved will be seen as helpful, not micromanaging, as long as you adjust your leadership style to fit the development level of each team member.
   
   

In today’s fast-paced, demanding work environment, managing people effectively while also meeting your own goals is a challenge. By setting clear goals, diagnosing development levels, and applying a matching leadership style, you can support your team in achieving their objectives and help them develop without crossing the line into micromanagement.

Best regards,

Yogesh