How to Stop Babysitting Your Team (HBR Ascend)

As a new manager, you’re likely to want to “oversee” tasks that your direct reports are doing. It’s a natural urge to want control over the performance and output of your team. However, the compulsion to micromanage can actually hurt more than help your team. It can break down autonomy in the team, make your team trust you less, and impact individual performance and growth. In my career of working with numerous new managers, I’ve observed that neither a manager nor their team can reach their fullest potential unless they delegate effectively.

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