One of the hardest habits to break when you manage employees isthe practice of micromanaging. It's the supervisor's job to keepeveryone in line and make sure the business is operating smoothly,but excessive interference with team members' every move may provedetrimental to the organization's success.

So, how does a supervisor who errs on the side of micromanaginglet go of being a “control freak”? How do you build an environmentin which you feel comfortable taking a step back, giving your teamsome breathing room, and trusting your employees to make the rightdecisions?

1. Create a priority list.

According to the Harvard Business Review, the main reasonsupervisors micromanage is because their priorities are notclear-cut. While micromanagers involve themselves in everythingthat happens within their domain, the better managers are those whoknow how to — and are willing to — train other people and thendelegate responsibilities.

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