Employee Engagement is developing within businesses, and top level managers are becoming more interested in how their employees feel about working for the company. But how do you keep your employees engaged or more importantly, how do you avoid your employees from becoming actively disengaged? 
 
One of the main sources for disengagement is micromanagement. Micromanagement is the process whereby a manager virtually takes over the role that the employee is employed to do. When employees are micromanaged, it kills their professional development as employees feel that whatever task they are assigned will be scrutinised, regardless of the output. This can lead to resentment, productivity issues for both manager and employee as well as a vacuum of initiatives from the employee as they wait to be told what to do. 
 
Working for a manager who feels that they have to micromanage you can be exhausting for the employee. It can cause the employee to feel as if they can't be trusted to complete the work allocated to them and if this is combined with "blame" vocabulary it can cause resentment and an extremely negative working environment. 
 
But how do you, as a manager, get yourself out of this spiral that can kill your workforce? 
 
Newer managers struggle with delegation and feel that they need to maintain control over the work that is getting done. This could be a result of feelings of insecurities - about wanting to prove yourself as a new manager, or as a new recruit into a business in a position of responsibility. But you have to have the confidence in the team that you have working for you. Most employees come in to work to do a good job, to the best of their ability. As a manager, you need to let them do that. You need to allow them to get on with the tasks that are allocated to them and not feel the need to check that they have completed daily tasks. 
 
Developing a way of working with your team enables both the manager and the workforce to build trust in each other, especially if you are new to a business. An already established team do not want a new manager questioning their ability to complete tasks that they have done prior to the new manager's arrival. 
 
The language that is used in communications - direct verbally and written in Emails - can exacerbate any trust issues. Using phrases like "It's not that I don't believe you, but...." or "It's not that I'm looking for someone to blame, but...." causes a person to switch off to anything other than those statements - they won’t hear anything that comes after the 'but' regardless of how positive it may be. 
 
As an employee, you have to find ways of showing any new manager that you are capable of doing your job. Keep them informed of the projects that you are working on; advise them of any issues that you might need help to escalate before other departmental heads are aware of the issue; request feedback on work that you have completed. 
 
When employees feel as if they are accomplishing something, they become engaged in what they are doing and motivated to achieve more. With respectful, trusting interaction between manager and employee, stretch objectives can be set and taken on with the knowledge that staff thrive on the responsibility of completing these targets. 
 
By trusting your workforce to complete what they say they will and what is expected of them on a daily basis, it will foster a collaborative and engaged workforce leading to business success. And make sure that any messages that go out are constructive, positive and shows confidence in your team. 
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