Agree in advance on the frequency and parameters of project reviews
To avoid frustration on either side, Harvard Business Review recommends that when assigning a task to a subordinate, you agree in advance on how you will communicate regarding progress. You might, for example, decide on meetings of a certain frequency, such as twice a week. Or you could agree on specific milestones or deviations that will trigger a discussion of the current status. You thus avoid communicating more or less often than either you or your subordinate would like.
Let the subordinate create their own plan for the task and then review it together
A suitable balance can also be achieved by allowing the subordinate, after being assigned a task, to create their own plan to suit their capacity, needs, ambitions and working style. You then review and approve this plan together in advance, and further communication occurs only if problems arise or the project is delayed. In this way, you will not have constantly to look over the subordinate’s shoulder to know what stage the project is at, and the subordinate will also feel a certain level of autonomy and freedom.
Gradually give subordinates greater authority
The extent to which you supervise each subordinate also depends on their skills and, above all, their experience. Your goal should be to allow employees increasingly greater authority and space for independent work over time. However, each person progresses toward independence at a different pace. So the ideal compromise between freedom and micromanagement looks slightly different for every employee, and it is up to you as the manager to find this balance for each one of them.
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