Why I Don’t Micromanage (And What I Watch Instead)

I used to think that being a good leader meant staying involved in every detail. Check-ins, reviews, updates, approvals—I was everywhere.

Eventually, I realized something:
Micromanagement doesn’t scale. Leadership does.

So I stopped hovering. I stopped inserting myself into every decision. And I started watching the right things instead.

Here’s what I’ve learned:

1. Results > activity
I don’t care how many hours someone worked. I care about whether they delivered what they said they would.
Micromanagers obsess over inputs. Leaders track outcomes.

2. Trends > snapshots
Anyone can have a bad week. But over time, patterns emerge—positive or not.
I look at trendlines in client satisfaction, quality of deliverables, and internal collaboration. One-off issues don’t rattle me. Repeated ones get attention.

3. Questions > instructions
Instead of giving answers, I ask questions:

  • “Are you the right person for this goal or task?”
  • “What will you do?”
  • “What are your challenges?”
    This builds ownership, not dependency. People grow faster when they think, not just follow.

4. Accountability > control
Micromanagement feels like control. Leadership builds accountability.
We use daily huddles and short check-ins to stay aligned. People say what they’re doing—and then they do it. That rhythm replaces the need to chase people down.

5. Culture > compliance
If you need to micromanage, it’s often a hiring or culture issue.
The right people, in the right system, don’t need constant supervision. They thrive with trust and clarity.

I don’t micromanage because I don’t have to.
Our team runs on trust, visibility, and accountability—not control.
That’s more sustainable, more scalable, and—frankly—more enjoyable for everyone involved.

standardJune 3Tom SalonekLeadership