No one likes to be micro managed. That constant scrutiny of your work, knowing that your boss is always breathing down your neck is demoralizing not only to you, but the entire development process of the team.

But what if you are the “micro manager”?

A good manager has to pay attention to details its part of the getting the job done process. So when does one cross the line and enter into micro managing territory?

According to the Harvard Business Review you are a micro manager when:

• You’re never quite satisfied with deliverables.
• You often feel frustrated because you would’ve gone about the task differently.
• You laser in on the details and take great pride and /or pain in making corrections.
• You constantly want to know where all your team members are and what they’re working on.
• You ask for frequent updates on where things stand.
• You prefer to be cc’d on emails.

So what next?

It’s time to let go of the “micro” and focus on the managing aspect of your job. Here are the some pointers the Harvard Business Review gave on how to do so:

1. Let it go.

Start letting go of some of your tasks slowly by slowly. Engage in explicit discussions with your team  about what level of detail you will engage in and where they will need to pull you in.

2. Give the “what,” not the “how.”

Don’t dictate on how to get the results, your job is to set the conditions of satisfaction for the tasks given. Be crystal clear on kind of outcome you envision. A different approach may yield impressive results.

3. Expect to win (most of the time).

Apparently, micromanaging comes from the fear of failure. By constantly micromanaging, this fear is magnified and passed on to the team to the point they can’t perform without your constant supervision. Be clear on what success looks like, and give credit where it’s due.