Here is an excerpt from an article written by Muriel Maignan Wilkins for Harvard Business Review and the HBR Blog Network. To read the complete article, check out the wealth of free resources, obtain subscription information, and receive HBR email alerts, please click here.

* * *

Absolutely no one likes to be micromanaged. It’s frustrating, demoralizing, and demotivating. Yet, some managers can’t seem to help themselves. Dealing with a controlling boss who doesn’t trust you is tough, but what if you’re the one doing the micromanaging?

If you’re like most micromanagers, you probably don’t even know that you’re doing it. Yet the signs are clear:

o You’re never quite satisfied with deliverables.

o You often feel frustrated because you would’ve gone about the task differently.

o You laser in on the details and take great pride and/or pain in making corrections.

o You constantly want to know where all your team members are and what they’re working on.

o You ask for frequent updates on where things stand.

o You prefer to be cc’d on emails.

Let’s face it. Paying attention to details and making sure the work is getting done are important. So it’s easy to chalk all of the above up to a necessary part of managing. But they aren’t necessary all the time. The problem with micromanagers is that they apply the same level of intensity, scrutiny and in-your-face approach to every task, whether warranted or not. The bottom line is: you need to stop. It’s harming your team’s morale and – ultimately – their productivity.

* * *

Murial then suggests four ways to minimize (if not eliminate) micromanaging. To read the complete article, please click here.

Muriel Maignan Wilkins is a co-founder and managing partner of Isis Associates, a boutique executive coaching and leadership development firm. She is co-author, with Amy Jen Su, of Own the Room: Discover Your Signature Voice to Master Your Leadership Presence. To check out my review of it, please click here.