Are you a helicopter boss? Or what some call a micromanager? You may not recognize the signs, but it’s highly likely that your employees do and they’re beginning to tire of it. It’s affecting their productivity as well as their attitude in the workplace.

How do you know if you’re micromanaging? Here are 10 questions you can answer to assess where you’re at. Be honest with yourself as you look at the list below. Are you:

1. Constantly criticizing and ‘nit-picking’ the work your employee(s) submits to you?
2. Repeatedly asking for updates and status reports from your team members?
3. Lacking trust that a project will get done without you stepping in?
4. A perfectionist?
5. Feeling that you have to approve every decision before your team can move forward on a project?
6. Adamant about being included on every email or attending every meeting?
7. So anxious that you don’t give your employees the opportunity to demonstrate their competence?
8. Focused on seemingly unimportant minutia?
9. Frustrated because the way your team executed the assignment differs from how you would have gone about doing it?
10. Stressing about where your employees are, or what they’re doing, every minute of the day?

If you surprised yourself by answering ‘yes,” to more than one of the above 10 questions, you may be micromanaging. Your intentions are good, but the results of your efforts may be damaging not only to the productivity of your team but to their morale.

In addition to feeling demoralized, they may feel frustrated, unmotivated, and more importantly, that you don’t trust them. Trust is the foundation of positive working relationships throughout the company.

What can you do to avoid micromanaging?

1. Take it one step at a time, starting with smaller projects. Look at what projects need to get done, prioritize them, and assign one of the simpler ones to a team member. Be clear about what your expectations are, and how much (or little) you’ll need to be involved. Then, let them take over.
2. Respect others’ opinions. Instead of one-way conversations, encourage two-way conversations -conversations that make it clear what’s expected of them. Set goals collaboratively. And, when a goal is set, listen attentively to the team’s questions. Be open to answering them and explaining ways to achieve the goal without making them feel the only way to do it is your way. Communication is key!
3. Recognize and acknowledge the strengths of your employees. Whether it’s your team or one individual who successfully meets an objective, acknowledge that success. Do so one-on-one, but also share their success within the company. When employees feel appreciated and their strengths are applauded, the result is increased confidence, motivation, and productivity.
4. Be attentive, not controlling. In an article on HuffPost.com, Gorick Ng, a career adviser at Harvard, said, “Micromanagement might get you what you want in the short run, but, in failing to educate, enable and empower your team, you’ll need to micromanage again and again. The more you take over, the more people will expect you to take over ― and the more people will shy away from doing anything without you dictating every next move.” Pay attention to the project, but don’t try to control every aspect of it. Set clear expectations at the onset and trust that your team can execute accordingly.

Micromanagement has a negative impact on you, your employees, and your company. When you want to build a trustworthy environment, take a closer look at what you’re doing now (answer the 10 questions above) and how you can make positive changes in your management style. Change takes time, but the first step is identifying your micromanaging behaviors. Then, with the four tips suggested above, begin implementing a positive shift, one step at a time.