Excellent managers make a determination of which tasks are crucial for them to be involved in and which tasks they can hand off to others. (Photo: Fotolia)

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

So, how does a supervisor who errs on the side of micromanaging let go of being a “control freak”? How do you build an environment in which you feel comfortable taking a step back, giving your team some breathing room, and trusting your employees to make the right decisions?

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