Pulse May 2017 | Page 47

IF YOU’RE THE KIND OF BOSS who hones in on every little detail, must be copied on every email, or is rarely satisfied with your team’s work, you might be a micromanager. Micromanagement comes from “working inside the box,” says Judith Culp Pearson, a content marketing specialist for the wellness industry. “It comes from focusing on what problems might occur, how people might fail us. It comes from treating staff as tools to get that job done, not people with needs and emotions.” Micromanagement reduces production, destroys morale and leads to increased staff turnover. When you are micromanaging, you are telling your team you don’t trust them. They’ll start to feel disconnected from the business; like they don’t have a voice, instead, just a means to an end. “When you delegate and give your team responsibility in managing the business, they start to take ownership,” says Luane McWhorter, owner of Grand Spa in Dallas, Texas. “They start to care as much as you do. If you delegate, they get more accomplished and the team feels like they are part of the success.” Not only is delegating important for your employees’ success, but also your health as a manager. “We tend to think we have to do it all, control it all and no one can do it as well as we can. We are deluding ourselves. Choose [your employees], empower them, follow up in a non- critical manner. It will give you the time to focus on what you do best. It will empower you to be more creative and get multiple tasks done at the same time. It will allow you to grow and expand,” Pearson says. “Delegating reduces stress. It will help protect your own mental health, and it will give you more time for the special people in your personal life.” Ready to drastically change your management style? Here are some tips for letting go. May 2017 ■ PULSE 45