Si tu micromanages, tu deviens le bouchon de ton équipe. Laisse de l’espace, donne du cadre… et tu verras la performance exploser.

Stop the Micro-Management. You're crazy. I'm simple. You have four things to do. First, identify the level of competence of the person. Between 0 and 70%, you consider that competence is weak. It's either the level of engagement that can be average or strong. If I remove the weak, you don't take care of it. So from there, you form there, you're going to micro-manage it. Because the objective is to directives, it won't make mistakes, it's normal. Do it continuously. Now, it's between 70 and 60%. So the person is still there, now capable of producing something, at 70%. At your coach, I ask you questions, you have to think. You have to develop your intelligence, you have to develop your capabilities. And more on Micro-Management, you're super-wise, but a lot less in the directives phase. Now, it's strong competence, you're stronger than your coach. But it's not quite autonomous. So you're going to develop your autonomy, what we call shadowing. You're a phantom, you're with you and you're part of the meeting. You ask your life and so on. Until you're ready to take care of it. And the last phase, when it's a strong competence, you're strong, you're smart. You're a micro-manage, so you're only one moment you have to do it. Don't be sad.