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The Key to Delegating Without Micromanaging
The Concept of Task Relevant Maturity
Kudos to you for not wanting to be a micromanager! You’re making the corporate world a better place.
But if you’re overwhelmed and struggling to delegate, keep reading.
Confession time: I used to be a micromanager. I had ridiculously detailed standard operating procedures (SOPs) and expected damn near perfection from myself and everyone around me.
After I realized the error of my ways, I swung too far in the other direction. I focused on being supportive and encouraging, making sure my team didn’t have to put in overtime. But the deadlines were still there - so I carried the weight on my shoulders alone and burned out.
After more than 10 years in people management roles, I’ve learned the importance of balance. No one ever achieves this elusive “balance”, but we can gently course correct to stay away from extremes.
Table of Contents
Is Micromanaging Always Bad?
The short answer is yes, but it’s a little grey.
“Micromanage: to manage especially with excessive control or attention to details”
The key word is excessive. There are valid reasons to closely monitor work.
Should you always double-check the work of your direct reports, no matter how small and inconsequential the task? No.
Should you never double-check the work of your most trusted employee, no matter how important the task? Also, no.
Ok, but how do we assess when we should closely monitor work?
Introducing the concept of Task Relevant Maturity. This framework:
helps managers let go of tasks they don’t need to do with confidence,
helps high achievers understand they aren’t being micromanaged, and
helps everyone feel a little less imposter syndrome.
What is Task Relevant Maturity?
Task Relevant Maturity means managing a person in the context of a specific task.
Let me illustrate with an example: When I worked as a cashier, I learned my core duties in the first few days as I rang up 100+ customers. In the same timeframe, I only processed one return, and it was another few weeks before I processed a second return. I may have been a “fully trained” cashier, but I didn’t have the same level of proficiency with each task because I didn’t have the same level of experience with each task.
This concept was outlined in High Output Management, a book originally published in the 80’s and still very relevant today.
“How often you monitor should not be based on what you believe your subordinate can do in general, but on his experience with a specific task and his prior performance with it - his task relevant maturity . . . as the subordinate’s work improves over time, you should respond with a corresponding reduction in the intensity of the monitoring.”
High Output Management by Andrew S. Grove
How to Let Go and Delegate with Confidence
You and I both know there are tasks on your to-do list that do not require your senior level of expertise. Get out a blank piece of paper or open up a new Word document and brain dump - what’s holding you back from delegating those tasks?
Some common objections:
I don’t have time to document how to do it.
No one else on my team has time to take it on.
There is someone on my team who could probably do it, but there are a few critical details they absolutely have to get right and I don’t typically check their work that closely.
The first two objections will be explored in future posts, but let’s dive into the last one.
If you have a strong performer, they may have earned a high level of trust, autonomy, and flexibility (which is such an empowered place to be!) But that type of relationship could suffer if you unexpectedly start to double-check their work.
Delegation Conversation
Frame the delegation conversation with the concept of Task Relevant Maturity to clarify that how you manage this particular task has very little to do with your assessment of their overall performance.
You can ask them to take on a new task, highlight the important pieces, and explain that you will be double-checking the outputs of this task for a while.
Let them know that after they have done well with this task for some time (which you’re very confident they will be able to), you’ll step back into your usual dynamic.
What if I don’t think I can ever fully let go of a task?
Ask yourself: Why not?
Is it a need for control? Do you need to feel needed? Is it personal preference? Is it habit? Or is there a genuine business need for your approval?
If a task is so critical that you will always need to approve it from a compliance or risk management perspective, that’s absolutely fine.
Help the person completing the task understand that your continued review is not a reflection of their competence.
Some things will always need two sets of eyes or senior-level approval, it just can’t be all things.
It’s perfectly reasonable to have a high attention to detail on critical tasks.
Set Your Direct Reports Up For Success
Training & Support
Everyone, even your brightest rock star, needs support when they're learning something new.
Someone might be an amazing analyst, but they’ve never presented to an external board of directors.
Someone might know everything there is to know about your current products, but they’ve just been introduced to the new option.
Don't assume that success in one area guarantees success in another area. Give everyone proper training and time to learn.
Set Reasonable Expectations
Help your direct reports understand that they can be amazing at their jobs and also be at the starting line of learning something new. Both things can be true at the same time!
Everyone was a beginner once.
These concepts apply to you too!
The first time you try to incorporate Task Relevant Maturity into your management or leadership style, it will feel awkward.
Does that mean you’re not a good people leader? Heck no! You’re over here researching how to do better.
You’re at the starting line of something new too.
TL;DR
Manage people in the context of specific tasks.
If someone doesn't have a lot of experience with something, it's ok (and better) to provide them with more guidance, support, and supervision.
Once they have successful experience with a task (aka Task Relevant Maturity), you can step back and give them more autonomy, freeing up your time and completing the delegation process.
Want to learn more about this concept? Here is the longer article by Lighthouse Blog that introduced me to Task Relevant Maturity (I think about 10 years ago!)
Want to learn more about delegating in general? Subscribe to be alerted about future posts and here are some of my favourite resources:
If You Want It Done Right, You Don’t Have To Do It Yourself by Donna M Genett (very short book)
The 5 Levels of Delegation by Peter Economy (Inc. article)
What did I miss? Any requests for future topics? Leave a comment below.
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