Micromanagement

Let's delve into the complexities of micromanagement, explore the underlying psychological factors and offer a roadmap to empower leaders, fostering autonomy, psychological safety and a strengths-based approach, ultimately leading to enhanced employee engagement and productivity.

Leaders are not just managers. They need to do more to build a team that can take on their roles with autonomy and passion for driving them to success.

By following these three strategies, you'll go much further and faster.

While micromanagement works for some people, most of the time, it's just better to avoid it altogether.

Leaders need to be concerned with their current trajectory rather than their current results.

To address user challenges, they must first be understood. These principles of why, what and how also apply to management, especially in turbulent times.

No one likes to hear excuses or to feel like things are outside of their control.

There are healthy ways to manage your team while working remotely.

Research shows that micromanagement can have significant costs. Under-management can be equally detrimental.

A little known secret outside the D.C. Beltway is that Congress is primarily run by 25-to-35-year-old congressional staffers.

Distractions are inevitable, so you need a plan for all the common forms they take.

Success requires working daily to improve your skills and your ability to work with others.

Businesses can truly give their workers ownership. "Empowerment" doesn't have to be a token phrase.

Your calendar becomes much more manageable when you stop filling it up with tasks you could delegate or automate.

Leaders who affirm their team's strengths and potential are rewarded with high performance and overall success.

If you're the boss, it could be difficult to tell that you're actually driving employees away.

Micromanagement is a no-no.

Realizing your responsibility to lead can be scary, but done right, leadership breaks down to communicating, informing and involving your employees, while never micromanaging them.

Leaders who adapt and prepare their businesses and teams to work with Gen Z will thrive -- and build a strong company along the way.

Leaders who don't work on themselves aren't in a good position to inspire anybody to work for them.

There's no guidebook when you reach the top and not everybody succeeds.