Why we default to micromanagement (and how to stop)

Micromanagement isn’t a leadership strategy—it’s a defence mechanism.

Around 30-40% of leaders fall into this trap, using control to shield themselves from the fear of failure or the discomfort of feeling unnecessary. It might even "work" in the short term, reinforcing the habit. But it comes at a cost.

Hovering over every detail might seem like the safest route, but it’s a shortcut to bottlenecks, mistrust, and stalled creativity. The things we need to solve big problems—innovation, engagement, and confidence—can’t thrive under the weight of micromanagement.

Breaking the micromanagement cycle starts with a question: What am I afraid of? Is it the task at hand—or the belief that letting go means losing control? Often, this fear comes from past delegations gone wrong, creating a narrative that doing it yourself is safer.

But that story holds you back.

Instead, try this: remember the 15% Rule. Research has shown growth happens in the sweet spot where people succeed 85% of the time and make mistakes 15%. Those mistakes? They’re not setbacks, they’re the seeds of real learning and growth.

When the urge to control the actions of others strikes, take a pause. Instead, lead with curiosity. Ask, “What’s your plan for [topic of concern]?” and listen.

Resist the urge to tell and let them figure it out. It’s uncomfortable at first, but discomfort is the short term price of long term growth.

Micromanagement doesn’t build trust or capability. Delegation, learning, and opportunities for growth do.

Resist the urge to tell and let them figure it out. It’s uncomfortable at first, but discomfort is the short term price of long term growth.