The Fine Line Between Micromanaging and Being Too Hands-Off

One of the most challenging aspects of dental practice leadership is determining the right level of involvement when you’ve delegated a task or priority to your team. It’s a delicate balance that can shift depending on the situation and the team members involved. Both micromanaging and being too hands-off can be detrimental, but finding the ideal middle ground is often more difficult than it seems. In this article, I’ll share some insights into both extremes and offer some red flags to help you assess if you’re leaning too far in either direction.

First and foremost, leadership is hard. Human nature complicates it further—none of us wake up intending to be overbearing micromanagers or overly relaxed, unclear delegators. Despite our best intentions and knowledge of leadership principles, our desire to be effective, respected, and yes, even liked, can lead us to act in ways we never intended.

The Micromanager

A micromanager feels the need to control every tiny detail within the practice. This leader insists on overseeing even the smallest tasks, and when they delegate, it’s with the expectation that things be done exactly their way. Micromanaging demonstrates a lack of trust and deprives your team of the autonomy they crave. Without the freedom to use their skills and contribute meaningfully, team members’ perceived value and job satisfaction plummet. Instead of taking pride in their work, they’re left merely following orders, unable to bring their unique perspectives and skills to the table. In essence, micromanagers stifle creativity and growth.

The Hands-Off Leader

On the opposite end of the spectrum, the hands-off leader seems to pay little attention to anything. They smile and say, “It’s all good,” even when performance falls short. This leader believes that giving any direction might cause negative feelings and, consequently, poor performance. However, this approach can result in too much autonomy. The team wants to succeed but lacks the clarity, direction, and problem-solving support from their leader to do so. The outcome is often missed targets and a sense that their leader doesn’t care as much about the practice as they do.

Both approaches can be detrimental to team culture. Here are three signs to help you self-evaluate if you’re leaning too far in either direction:

1. You redo everything your team does.

Surprisingly, this behavior isn’t limited to micromanagers; it also applies to hands-off leaders. Micromanagers redo tasks to meet their perfectionist standards. Conversely, hands-off leaders might also redo their team’s work—not because they’re perfectionists, but because they never communicated their vision or provided guidance. Afraid of being seen as a micromanager, they avoid sharing feedback and end up redoing everything themselves.

In both cases, the team member is left feeling demoralized. They put in time and effort, only to see their work completely redone by their boss.

What to do instead: Focus on SUPPORT. Spend ample time at the beginning of a project to align on the vision. This might include:

• Why the project is important.
• What it aims to achieve.
• A clear picture of what completion looks like.
• What success looks like.

Additionally, regular progress check-ins allow the leader to provide course corrections and support when challenges arise or when the project starts deviating from the vision.

2. You constantly worry about what your team thinks of you as a leader.

This concern can lead to both extremes. Leaders who worry about their team’s respect often become micromanagers, trying to control outcomes to prove their competence. On the other hand, some leaders, in an effort to avoid being micromanagers, become overly hands-off, fearing that any intervention will make them seem unlikable. Ironically, teams can be just as frustrated with a hands-off leader as with a micromanager.

What to do instead: Lead with Core Values. The best leaders are driven by purpose and are committed to developing their team. They seek regular updates on projects and provide constructive feedback, understanding that mistakes are necessary for growth. These leaders prioritize helping their team grow over being liked.

3. Progress is SLOW!

If your team’s projects seem to move at a snail’s pace, you might be the cause. Micromanagers slow down progress because they need to approve every detail, which is often difficult when they’re busy with dentistry. Similarly, hands-off leaders slow things down by not providing timely feedback or assistance, leaving their team to struggle through obstacles on their own.

The Solution: Instead of “Trust and Verify,” think “Trust and Regularly Support.” Consider holding check-in meetings with your priority owners to ask:

• How is the project progressing?
• What obstacles are in your way?
• What help do you need from me?
• Can I see your progress and offer feedback?
• What does support look like from me?

Remember, your team wants a clear vision and guidelines. They want you to trust them, step back, and let them work. But they also want you to check in, acknowledge their efforts, and help them overcome challenges. This is how a truly effective team operates.