Most leaders do not wake up in the morning wanting to micromanage people. In fact, many of the leaders who struggle most with it are often: deeply committed highly responsible quality oriented and genuinely trying to support both their team and their clients well. Sometimes, what is labelled as “micromanagement” starts from something understandable: high standards fear of mistakes pressure from demanding environments or strong client expectations. And in some industries or or

Recently, during an employee satisfaction survey with a client, one result stopped me in my tracks. Only 60% of employees felt they could disconnect from work without fear of judgment during weekends or outside working hours. At first glance, this felt puzzling. Because when we looked closer, many of the right things were already in place: no emails expected over weekends, no last-minute after-hours requests with “tomorrow” deadlines, no messaging tools used outside working h