![]() ![]() I'd like to ask for an update on our current project, please. ![]() Here is a sample email asking for updated information that incorporates "can you please update me": You can, however, accomplish politeness by adding a simple "please" while keeping the request as simple as possible. Try not to cheat by immediately jumping to what you think are the right answers.It also works best if you're requesting a status update from a fellow team member since you will already be communicating with them and won't need to sound polite. ![]() If they do, turns out you might be micromanaging without realizing it - can’t lose, right? If you have convinced yourself that you don’t micromanage… try the above steps for one week and see if your team responds differently. Now more than ever, that’s where you want to be. They’re the ones that matter - building deeper trust, demonstrating vulnerability, and showing your care and curiosity for what’s going on in their world. Oh, and while you’re working on reducing and transforming your tactical check-ins, don’t stop the personal ones. Remember, you don’t get to feel good and grow at the same time. Bearing that discomfort is the price of entry to the next level of people leadership. The more you work on not micromanaging people the worse the discomfort will get. When you stop micromanaging people and start creating space for them to grow, you will experience an awful terrible feeling. “From now on, I need us to agree that _.”Ĥ.“Then I realized that it’s my fault because I haven’t been clear with you about _.”.“I stopped myself and realized the reason I was going to ask you that was _.”.Here’s how to structure the conversation: Bring the results of your tracking to your next 1:1 and use the insights to guide you. Then, replace the stop-by with a clarify. Once you get 4-5 real examples you’ll start to see some themes emerge. Instead, use this as your own space for reflection. Try not to cheat by immediately jumping to what you think are the right answers. When am I going to talk to them about it?.The goal of tracking is to get underneath the impulse to micromanage, realize what’s happening is that there’s a conversation you missed, connect with the human in front of you, and reverse that ratio. If you’re like most managers you’re running at a 5:1 ratio meaning you're doing five tactical check-ins for each one personal check-in. Now that you’re separating the tactical from the personal, it’s time to track and unpack them. By letting your team know that you’re going to do both as part of your job, you create space in their mind to let the personal check-in be just that.Ģ. ![]() It’s about how someone is doing or feeling, it’s you actively caring about the well-being of the people on your team. The other type of check-in is what we can call a personal check-in. Sometimes you are interested in the status of a project or task and a quick ask is necessary. Let your team know, in advance, that there are two types of check-ins you’re going to do. Here’s how to do a check-in without it feeling like you’re micromanaging.ġ. Like all communication that we try to do quickly, it’s in the delivery where what started as a caring impulse turns to something demoralizing. They simply don’t know how to express it very well. What’s also true, as much as it might be hard to believe from the recipient’s perspective, is that the manager or leader does actually care. The irony is that while that micromanagement is completely obvious to the person being micromanaged, their manager often fools themselves into believing it was something else. There are oh so many ways to micromanage people in the modern world, on video, by text, chat, through Slack or Teams, and more. Nowadays, of course, the “stop by” has gone digital. There’s nothing worse than a manager “stopping by” to see how you’re doing when it’s an obvious pretext for micromanaging your work. ![]()
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