How to Manage: Getting Out of the Weeds
1Digest
This episode of Women at Work from Harvard Business Review delves into the common struggle of mid-level managers letting go of work that's holding them back. Host Amy Bernstein interviews Leah Garvin, founder of The Workplace Reframe, who emphasizes the importance of building relationships with team members, understanding their strengths and weaknesses, and delegating effectively. Garvin highlights the dangers of both micromanaging and avoiding management altogether, advocating for a balanced approach that fosters trust and empowers team members. She provides practical tips for setting clear expectations, conducting time audits, and establishing clear communication channels. The episode also features insights from Jennifer Long and Gabriella Spadalizano, mid-level managers at Harvard Business Publishing, who share their personal experiences with letting go and the emotional challenges it presents. They discuss the importance of recognizing when to step back, trusting team members to execute tasks in their own way, and fostering a culture of ownership and accountability. The episode concludes with a discussion on how to address the perception of being bossy or controlling, emphasizing the importance of clear communication, setting expectations, and building trust with team members.
Outlines
Introduction
This Chapter introduces the topic of the episode, which is about mid-level managers letting go of work that's holding them back. It also introduces the host, Amy Bernstein, and the guest, Leah Garvin, founder of The Workplace Reframe.
The Challenge of Letting Go
This Chapter explores the challenges of mid-level managers letting go of work that's holding them back. It discusses the common anxiety of feeling like they're not adding value if they're not doing the work themselves. It also highlights the importance of trusting both your team members and yourself.
A Personal Story of Letting Go
This Chapter shares a personal story of Leah Garvin's experience with letting go of control while managing a program manager responsible for a high-stakes event. It highlights the importance of managing both up and down, setting clear expectations, and trusting your team members to deliver.
Why Letting Go is Essential
This Chapter discusses the reasons why letting go of work is essential for mid-level managers. It emphasizes that it's unsustainable to try to do everything yourself and that holding on too tightly can lead to stress and a lack of productivity. It also highlights the importance of recognizing your own limitations and empowering your team members to take on more responsibility.
Tips for Letting Go
This Chapter provides practical tips for letting go of work and empowering your team members. It includes suggestions for conducting time audits, identifying areas where you can delegate, setting clear expectations, and establishing regular check-ins and reviews.
The Emotional Side of Letting Go
This Chapter explores the emotional challenges of letting go of control and the importance of making peace with giving up control. It discusses the importance of building trust with your team members, recognizing your own limitations, and celebrating their successes.
Setting Clear Expectations
This Chapter focuses on how to set clear expectations for your team members without micromanaging. It emphasizes the importance of having conversations, inviting their input, and providing feedback in a constructive way.
Empowering Your Team
This Chapter explores how to empower your team members to become more autonomous. It emphasizes the importance of fostering a culture of ownership, providing clear roles and responsibilities, creating a safe space for failure, and recognizing their contributions.
Addressing the Perception of Micromanaging
This Chapter addresses the common concern of being perceived as bossy or controlling when holding team members accountable. It provides tips for using language that emphasizes accountability rather than control, setting clear communication styles, and building trust with your team members.
Personal Experiences with Letting Go
This Chapter features insights from Jennifer Long and Gabriella Spadalizano, mid-level managers at Harvard Business Publishing, who share their personal experiences with letting go and the emotional challenges it presents. They discuss the importance of recognizing when to step back, trusting team members to execute tasks in their own way, and fostering a culture of ownership and accountability.
Keywords
Mid-level Manager
A mid-level manager is a person who manages a team or department within an organization. They typically report to a senior manager and are responsible for overseeing the work of their team, setting goals, and ensuring that their team meets those goals. Mid-level managers often have a wide range of responsibilities, including coaching individual employee performance, leading in fluid environments, and making teams successful. They are often expected to be able to balance the needs of their team with the needs of the organization as a whole.
Delegation
Delegation is the process of assigning tasks or responsibilities to others. It is an essential skill for managers, as it allows them to free up their time to focus on more strategic work. Effective delegation involves clearly defining the task, setting expectations, providing support, and giving the person the authority to make decisions. It also requires trust in the person's ability to complete the task.
Micromanagement
Micromanagement is a management style in which a manager closely supervises and controls the work of their team members. This can be detrimental to team morale and productivity, as it can create a sense of distrust and stifle creativity. Micromanagers often have a difficult time letting go of control and may feel the need to be involved in every detail of their team's work. It is important for managers to recognize the signs of micromanagement and to work to develop a more trusting and empowering management style.
Accountability
Accountability is the state of being answerable for one's actions or decisions. It is an essential element of effective management, as it helps to ensure that team members are taking ownership of their work and are committed to achieving goals. Accountability can be fostered by setting clear expectations, providing regular feedback, and creating a culture of transparency and trust.
Psychological Safety
Psychological safety is a belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes. It is a crucial element of high-performing teams, as it allows team members to feel comfortable taking risks, sharing their ideas, and learning from their mistakes. Psychological safety can be fostered by creating a culture of open communication, respect, and trust.
Ownership Mindset
An ownership mindset is a belief that one is responsible for the success of their work and that they have the power to make a difference. It is characterized by a sense of pride in one's work, a willingness to take initiative, and a commitment to achieving goals. An ownership mindset can be fostered by providing team members with opportunities to take on challenging tasks, giving them the authority to make decisions, and recognizing their contributions.
Time Audit
A time audit is a process of tracking how you spend your time. It can be a valuable tool for identifying areas where you can improve your productivity and free up your time for more important tasks. To conduct a time audit, you can use a time tracking app or simply keep a log of how you spend your time each day. Once you have collected data on your time usage, you can analyze it to identify patterns and areas where you can make changes.
FOMO (Fear of Missing Out)
FOMO is a feeling of anxiety or insecurity that comes from the belief that others are having more fun or better experiences than you are. It can be triggered by social media, news stories, or simply by observing the activities of others. FOMO can lead to a sense of inadequacy and a desire to constantly be connected and engaged. It is important to recognize the signs of FOMO and to take steps to manage it, such as limiting your social media use, focusing on your own experiences, and practicing gratitude.
Harvard Business Review (HBR)
Harvard Business Review (HBR) is a leading business magazine published by Harvard Business Publishing. It provides insights and analysis on a wide range of business topics, including management, leadership, strategy, innovation, and technology. HBR is known for its high-quality content, its focus on practical applications, and its commitment to advancing the understanding of business.
Q&A
What are the key challenges that mid-level managers face when it comes to letting go of work?
Mid-level managers often struggle with the anxiety of feeling like they're not adding value if they're not doing the work themselves. They may also worry about their team members' ability to handle the tasks and fear being perceived as micromanagers. This can lead to a reluctance to delegate and a tendency to hold on to tasks that could be effectively handled by others.
How can mid-level managers build trust with their team members and empower them to take ownership?
Building trust involves clear communication, setting expectations, providing support, and giving team members the authority to make decisions. It also requires recognizing their strengths and weaknesses, providing opportunities for growth, and celebrating their successes. Fostering a culture of ownership involves providing clear roles and responsibilities, creating a safe space for failure, and recognizing their contributions.
What are some practical tips for letting go of work and empowering your team members?
Conduct time audits to identify areas where you can delegate, set clear expectations for tasks, establish regular check-ins and reviews, and differentiate between decisions you need to make and those that can be delegated. Also, ensure that your team members have the skills and resources they need to succeed.
How can mid-level managers address the perception of being bossy or controlling when holding team members accountable?
Use language that emphasizes accountability rather than control, set clear communication styles, and build trust with your team members. It's also important to recognize that your presence can affect the dynamics of a meeting and to be mindful of how your actions are perceived.
What are some signs that a mid-level manager might be micromanaging?
Signs of micromanagement include constantly checking in on team members, providing detailed instructions, and being overly involved in every aspect of their work. It can also manifest as a reluctance to delegate, a lack of trust in team members' abilities, and a tendency to criticize their work.
How can mid-level managers ensure that they are not overstepping their boundaries and micromanaging their team?
Conduct regular audits of your calendar to ensure that you are not attending too many meetings that your team members are also attending. Also, audit your team's skills to ensure that they are equipped to handle the tasks you are delegating. Be mindful of how your presence affects the dynamics of a meeting and be willing to step back and let your team members take the lead.
What are the benefits of letting go of work and empowering your team members?
Letting go of work allows mid-level managers to focus on more strategic tasks, reduces stress and burnout, and fosters a more positive and productive work environment. It also empowers team members to develop their skills, take ownership of their work, and contribute to the success of the organization.
How can mid-level managers create a culture of psychological safety on their team?
Creating a culture of psychological safety involves fostering open communication, encouraging feedback, and creating a space where team members feel comfortable taking risks and sharing their ideas. It also requires recognizing and celebrating successes, learning from mistakes, and creating a culture of trust and respect.
What are some ways to help team members develop an ownership mindset?
Provide opportunities for team members to take on challenging tasks, give them the authority to make decisions, and recognize their contributions. Also, encourage them to share their ideas, provide feedback, and take ownership of their work.
Show Notes
Before you became a mid-level manager, you were probably doing some individual contributor work: designing, producing, or selling something. Now your workday is likely focused on people and project management, including ensuring that everyone and everything is fulfilling a vision. Filling this more strategic role can feel uncomfortably abstract, making you want familiar and tangible tasks—to meddle in what used to be your business.
Amy B and her three guests have been there, and they’re here to offer advice on how to let go of your previous tasks and mindset so you don’t fall into micromanaging. Instead, they say, why not set clearer expectations, increase your team’s skills, and create a culture of accountability? They’ll share what they’ve said and done to get those results—and how loosening their grip ended up serving them well and offering relief.
Guest expert:
Lia Garvin runs a consulting business that advises companies on team operations, which was her specialty when she previously worked at Google. She’s the author of The Unstoppable Team and Unstuck.
Resources:
- “How to Stop Micromanaging and Start Empowering,” by Lia Garvin
- “How to Get Involved Without Micromanaging People,” by Linda Hill and Kent Lineback
- “A Guide for New Middle Managers,” by Gloria St. Martin-Lowry
- HBR’s 10 Must Reads for Mid-Level Managers, by Harvard Business Review
Sign up for the Women at Work newsletter.
Email us: womenatwork@hbr.org
Table of contents
United States
