The modern-day manager needs to know how to manage those who are close in physical proximity and those working from remote locations. The trick is to find a balance between using a telescope and a microscope. The manager who is too far away from what is taking place in the office is usually unable to communicate effectively or too late on timing when it comes to vital day-to-day decisions.

Conversely, being too close is not the way to encourage trust or autonomy or build confidence. “Micromanagement is the destroyer of momentum,” writes Miles Anthony Smith in his book Why Leadership Sucks Volume 2, and he is right. The result of living in a free country is that people, by and large, do not like being controlled, and “micromanagement” is business-speak for too much control. Employees need to recognize the need for authority and acknowledge guidelines and rules because disorder and chaos are unwanted. But when it comes down to “control,” most of us draw a mental red line.

Of course, managers who are controlling are not always aware of their actions. Micromanagement is often ego-driven, but for that matter, so is delegation. Micromanagement usually means you think nobody can do it as well as you, and the inability to delegate means the same thing. Managers must, therefore, “get over it” when it comes to their own ego-centricity. Of course, this is easier said than done. While many individuals can take a closer look at themselves in the mirror and do a self-assessment to find their shortcomings or weaknesses, truly ego-centric managers may see someone doing a great job, even if that is not the truth. We can all think of individuals who stood in their own way of success, because everything was all about them. Even if things are going poorly, they don’t see it. The bottom line is that at some point, the manager will need to be told they have to shift gears and focus their attention on the team.

A manager needs to explain tasks, especially when technology is involved, and they need to explain the desired outcome. They need to communicate what is needed and when, and for greater clarity, why the task is necessary in the bigger picture. A manager needs to know when to exercise self-control and not be impulsive, as well as when to step away and let the employee(s) do their jobs. If they were hired for their expertise in the field or trained sufficiently in-house, they should be able to run with the ball.

Resisting the tendency to micromanage, as well as knowing when to delegate, comes from a degree of trust. Do you trust that, left on their own, the individual(s) you supervise can complete the task or not? If you, as the manager, need to be involved every step of the way, you are never going to find out if they can or cannot handle the job. At some point in the process, you will need to let go, just as parents need to take their hands off the bicycle and let their children ride without training wheels. It’s worth noting that trust issues usually stem more from the manager than the employee. Unless someone has given you clear-cut reasons to mistrust them, you need to be able to let go of that bicycle and let your employee ride. If they fall, guess what? They’ll get up and try again.

When it comes to delegating, you also need to harness your ego, or at least tell yourself, “If the team succeeds, I can enjoy their success.” Remember, delegating is also all about trust. Can someone do the job as well, or almost as well, as you can and get the same results? If so, then delegate the responsibilities to that person and free yourself to do bigger and better things for the business (OK so that’s a little ego-stroking, but it’s also true).