One of the greatest misunderstandings in leadership and coaching is the term “micromanaging.” Most leaders never want to be thought of as a micromanager; that would be considered an insult or a weakness. When micromanaging is used as a coaching or leadership style, it will most likely deliver bad results, stifle creativity, limit employees’ self-worth, and without a doubt, limit productivity.

On the other hand, when a coach or leader must deal with a bad performer, it’s imperative to help the employee either become a better performer or help him find a job that is a better fit. Leaders should strive to be a coach who, when necessary, uses micromanaging activities to improve specific areas, but uses coaching skills when getting the team ready to win.

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