Introduction
Hi, I’m Max – High Performance Coach.
Micromanagement isn’t just a nuisance; it’s a slow drain on morale and productivity.
For leaders, it sends a message of distrust, signaling to the team that their capabilities are in doubt. On the flip side, it burdens leaders with unnecessary oversight, creating a toxic cycle of over-involvement. In today’s reading, we will be drawing from Chris Chittenden’s “Promise Cycle,” today’s reading explores a four-step process that can transform how you delegate, ensuring accountability while building trust.
Let’s get into it.
Step 1) Make an Effective Request
An effective request has three essential components: a clear outline, a clear deadline, and a clear standard of completion. The outline communicates exactly what is expected, the deadline ensures timeliness, and the standard of completion gives a benchmark for quality. Without these, tasks become nebulous, making it impossible to assess the success of the task objectively. A well-structured request sets the foundation for trust because it leaves no room for ambiguity.
When requests lack clarity, team members are left guessing, which often leads to underperformance, at no fault of the team member’s. This sets off a chain reaction where the leader feels compelled to micromanage, filling the gaps in understanding. To break this cycle, be deliberate in how you make requests. It’s also critical when it comes to creating a shared standard for the request to highlight the importance of shared assumptions. For example, when you make a request of a team member to complete X task, ask yourself – do they grasp the full scope of what I am asking them to do?
Step 2) Gain Commitment
It’s crucial to remember that half of the promises broken in business were never agreed to in the first place. Leaders often assume that just because a task was assigned, the team member is on board. However, unless the person has consciously accepted the request and told you that they accepted it, you can’t hold them accountable. When this agreement hasn’t been secured, you’ll find yourself facing a litany of “excuses”—which from their perspective, are completely valid.
Effective agreement involves a two-way conversation. Instead of simply assigning a task, engage your team member. Ask for feedback on the request, and be open to renegotiation if necessary. Not only does this establish buy-in, but it also gives the team member a chance to voice concerns about feasibility. Agreement is not a one-time checkbox but an ongoing process of mutual understanding.
Step 3) Give Space to Complete the Task
If you find yourself wanting to micromanage, it’s likely because your request wasn’t effective enough. When you’ve made an agreement with a team member, let them work within the boundaries you’ve both agreed to. As long as there’s a clear deadline and standard of completion, trust the process. Resist the urge to check in constantly or tweak their methods unless absolutely necessary.
This step is where many leaders falter. The impulse to interfere comes from a place of anxiety—an unease that the task won’t be done to your standard – this is why establishing a shared standard is crucial in the initial phase of the request. And by over-managing, you communicate a lack of trust. Instead, focus more attention on making effective requests rather than making average ones and micromanaging.
Step 4) Assess the Completion of the Request
Once the task has been completed, it’s time to assess the result. Did they meet the shared standard? If so, absolutely one hundred percent give positive feedback. When this occurs sincerely, it further solidifies the relationship of trust and builds an environment where the team feels empowered to perform at their best. If the task wasn’t completed to standard, don’t immediately jump to blame. Instead, reflect on the nature of the request that you initially made.
Effective leaders don’t just hold people accountable for outcomes; they also hold themselves accountable for how well they set up their team for success. This reflective practice ensures that failures aren’t repeated and that both you and your team grow through the process. Ultimately, feedback should be a learning tool about the PROCESS, not the person, and certainly not a punishment.
Conclusion:
Effective accountability is not about control—it’s about communication. The “Promise Cycle” allows for accountability without micromanagement by focusing on clear requests, mutual agreement, autonomy, and reflective feedback. Mastering these conversational practices will lead to improved outcomes, stronger relationships, and a healthier team dynamic.
If today’s reading resonated with you, reach out to me for a conversation here.
Max. High Performance Coach.
