How to Manage Cooler Employees, Beat the Imposter, and Micromanagement

[jisansorkar12]

Imagine that you have been running a marketing department for several years and suddenly a new ambitious marketer joins your team. At first, you are happy because the marketer gives good advice, copes well with tasks and is generally useful for the business. And then suddenly his opinion starts to contradict yours, and he offers ideas that you did not think of yourself. Some managers will think that they are lucky to have such a specialist, but others begin to dig into themselves and worry.

They feel like they are marking time and their knowledge is not as good uae whatsapp list as before. But employees, on the contrary, grow and grow, improve their skills. As a result, the manager develops complexes and a feeling of inadequacy - zero confidence, but a lot of worries about the fact that employees will see weakness and his authority will decrease.
Because of this, they believe that they are of no use and can therefore easily be replaced by more active workers.

When you are an ordinary specialist, three things are expected of you - expertise in your field and high-quality and timely completion of tasks. But the higher you climb the career ladder, the more responsibilities appear: the manager adds team management to the list of tasks - you are responsible for the entire work process and the organization of different departments and specialists. You become a "team coach" who must find an approach to everyone, constantly motivate, support and help employees grow.

Every manager has felt impostor syndrome at least once in their life, when it seems that they are in a position they do not deserve because there are those who are more deserving of it. Not everyone can cope with such thoughts, and then managers go into constant anxiety and overwork to prove that they are not impostors. Or they go headlong into micromanagement - the so-called hypercontrol of employees. Neither scenario leads to anything good, but only slows down work processes and the team.

Let's look at all the worries that a team leader faces, and also find out where they come from and how to overcome them.

Lack of self-confidence and fear of losing control
One of the important tasks of a manager is to assemble a team of strong specialists. Given that there are few of them on the market, a battle for minds begins between companies. That is why all sorts of voluntary health insurance, English courses and much more are used - in general, anything that will help attract a specialist to your team.

But such employees do not always agree with their managers, often argue and offer new ideas. Some managers take this too much to heart: they start to delve into themselves and worry about why they themselves did not think of this before. As a result, they become insecure and afraid of losing their leadership position. A leader who manages a team of those who understand something better begins to feel inferior and worry. Some stifle the initiative of strong employees, rejecting their ideas, not allowing them to express themselves and slowing down their growth. As a result, strong employees simply leave to realize themselves in another company, where they will be appreciated.

A manager who feels that he/she is not coping is afraid of losing his/her job. Because of this, many people fall into micromanagement - they start to control every step of employees, check every task and redo everything after them. Employees, instead of taking responsibility, showing independence and proactivity, become the hands of such a micromanager - they simply do what he/she wants, because they are afraid to express their opinion.

It is especially hard for employees in creative fields, where everything depends on the taste of the manager or art director. In such a regime, even the most proactive lose interest in work, which affects the quality of processes and the working atmosphere.