Code, Leadership & the Remote Dev Life

Tag: Professional Growth

  • Supporting Team Growth Without Micromanaging

    Supporting Team Growth Without Micromanaging

    I used to think being a good leader meant staying on top of everything—checking in constantly, reviewing every detail, giving feedback the moment something was off. You know, just making sure things don’t fall apart.

    But over time, I realized something: the more I tried to stay in control, the less control I actually had. My team became hesitant, overly dependent, and slower to move. And honestly? I was tired.

    Eventually, I had to learn how to support my team’s growth without breathing down their necks. If you’ve ever felt stuck between wanting things done right and wanting your team to grow—this one’s for you.

    1. Set Expectations, Then Step Back

    Micromanaging usually starts from a good place. You care about the work. You want to hit deadlines. You want the team to do their best.

    But here’s the trap: when you start giving too many instructions, people stop thinking for themselves. They become task-takers instead of problem-solvers.

    These days, I try to focus on outcomes instead of step-by-step instructions. I’ll say something like, “This is what we’re aiming for. Let me know if you hit any blockers,” and then I give them space to figure it out.

    The magic happens when people take ownership of their approach. They start coming up with better ideas than I would have thought of anyway.

    2. Be a Coach, Not a Cop

    I used to treat 1:1s like mini status reports. “What’s done? What’s next? Why isn’t this finished?”

    Now I see those check-ins differently—they’re a chance to coach, not command.

    Instead of asking for updates, I ask questions like:

    • “What’s working for you right now?”
    • “What’s been tricky?”
    • “Anything you’re stuck on that I can help with?”

    This shifts the energy completely. People open up, share real challenges, and I can support them without taking over.

    The goal isn’t to catch mistakes. It’s to build confidence so they can handle bigger challenges over time.

    3. Write Stuff Down So You Can Let Go

    One reason I used to micromanage was because I was the only one who knew how certain things worked. Every process lived in my head, which meant people had to come to me for everything.

    Bad system.

    Now I try to document as much as I can. If we have a repeatable process, it goes in a shared doc. If there’s a weird edge case, I note it somewhere searchable. The goal is to make myself less essential, not more.

    The bonus? Once I started handing over more responsibility with clear documentation, I noticed people started improving the process on their own. They weren’t just following instructions—they were making things better.

    4. Give Feedback That Actually Helps

    There was a time when I gave a lot of feedback—most of it unsolicited and focused on what was wrong.

    I’ve learned that if you want someone to grow, feedback has to build them up, not break them down. Now, I follow a pretty simple pattern:

    1. Highlight something they did well.
    2. Explain why it matters.
    3. Offer one area to improve.
    4. Encourage the next step.

    For example, instead of saying, “This design feels off,” I’ll say, “I really like how clean this layout is—it’s a big step up. If anything, I’d push the typography a bit more to match the boldness of the concept. You’ve definitely got a strong eye for detail.”

    It takes a few extra seconds, but the impact lasts way longer.

    5. Trust First, Don’t Wait to “Earn It”

    This one was hard for me. I used to think people had to earn my trust before I gave them real responsibility.

    Now I flip that. I trust them first. I let them lead, take ownership, and even mess up a little. It’s scary sometimes—but it pays off.

    When you start from a place of trust, people tend to rise to it. They take the work more seriously. They double-check things. They come back with ideas and solutions because they know they’re not just executors—they’re owners.

    If someone drops the ball, I treat it like a learning moment. We talk about what happened, why, and what we’ll do differently next time. That’s how people grow.

    Bonus: Busy ≠ Productive

    Let’s be real—watching your team’s every move might feel productive, but it’s not. I used to obsess over who was online, how long tasks were taking, or how often someone was pushing code. None of that tells you if the work is actually moving forward.

    Now, I care more about results. Are we shipping value? Are clients happy? Is the team learning and improving?

    You don’t need to watch every move if you’ve built a system where people are trusted, supported, and clear on what matters.

    Final Thoughts

    Micromanagement feels safe in the short term, but it’s a long-term trap. Your team gets stuck. You burn out. Nobody wins.

    But when you shift your mindset—when you set clear goals, coach instead of control, document and delegate, and give real trust—you build a team that doesn’t need constant oversight. You build a team that thrives.

    And you? You get to focus on bigger-picture thinking, creative work, or just taking a break without worrying the whole thing will fall apart.

    It took me a while to get here, but I’m glad I did. If you’re in the same boat, trying to loosen the grip without losing your edge—know that it’s possible.

    Your team doesn’t need a micromanager. They need a leader who believes in their growth.