3 signs you're micromanaging or under-managing (and what to do instead)

1.  You've prioritized how you appear as a leader

According to Penney, new managers "may feel extra pressure to prove themselves as competent leaders to their bosses and their teams."

In their efforts to prove that they're "smart, strong, and capable enough to get the job done," these new managers can often "try to control how they're perceived by making sure everything goes perfectly," holding onto this control "out of a sense of anxiety and insecurity" — thus becoming micromanagers, Penney writes.

Hands-off managers tend to take the opposite approach, despite being driven by similar motivations.

"To prove themselves as trusting and be perceived as likeable," Penney writes, "[hands-off managers] might pull back from getting too involved in their employees' work."

While this hands-off approach is meant to offer employees autonomy and avoid stifling creativity, it can often do just that by "going too far in the opposite direction" from micromanaging, Penney writes.

What to do instead

To help new managers avoid falling into "micromanager" or "hands-off manager" habits, Penney recommends leaders pause and ask themselves the following:

• What am I afraid of right now in terms of how I might be viewed as a leader?
• What does my team truly need from me?

These questions are designed to help new managers understand that they need to shift their focus to serving the teams, allowing them to "respond to the needs of the moment rather than getting caught up in the trap of managing your public image," Penney writes.

What to do instead

In all cases of managing direct reports, leaders need to prioritize clear communication. Instead of leaving employees to wonder, managers should focus on aligning "your expectations and develop a shared understanding of the project parameters," Penney said.

Rather than trying to micromanage or undermanage an employee, instead focus on how you can delegate tasks in a way that sets your direct report up for success by asking yourself the following questions:

• How will the result be used?
• Why is the task important?
• What should the layout or structure be?
• Who or what should be consulted?
• Who has decision-making power?
• When does it need to be completed? What are project milestones?
• What does an effective outcome look like?

3. Projects are constantly moving too slow, or deadlines are missed

When projects aren't moving at managers' expected pace or deadlines are missed, it's important to ask, as a manager, how you're contributing, Penney writes.

Micromanagers, on one hand, bottleneck their teams, constantly requiring their input or approval for projects to move forward. This slows the process down and overwhelms managers with even more work to do — work that could have been delegated and entrusted to the team.

Hands-off managers, on the other hand, aren't present to make key decisions, provide constructive feedback, or clear roadblocks. This leaves teams without the information and authority they need to successfully complete projects on time.

What to do instead

Schedule a periodic check-in with your direct report or team before projects are due. These check-ins don't need to be long, according to Penney, but should "give both you and your team member a chance to get on the same page and ensure the project can keep moving." 

During project check-ins, ask employees the following open-ended questions:

• How is the project going?
• What questions have come up so far?
• What roadblocks are getting in the way of your progress?
• How can I help?

"For a new manager, striking the right balance between micro- and hands-off managing is all about leading from a place of purpose and providing clear direction and support," Penney said. "Instead of hoping that you're getting the balance right, know that it's okay to ask your team to share feedback and hold you accountable."