Craig Groeschel

You see it in leaders across the board, and that is the bad habit of micromanaging. If you've never worked for a micromanager, you should just thank God in heaven right now. If you've never worked under an overly controlling leader, you're very fortunate because this is a very, very common bad habit in leaders. What happens?

You see it in leaders across the board, and that is the bad habit of micromanaging. If you've never worked for a micromanager, you should just thank God in heaven right now. If you've never worked under an overly controlling leader, you're very fortunate because this is a very, very common bad habit in leaders. What happens?

You see it in leaders across the board, and that is the bad habit of micromanaging. If you've never worked for a micromanager, you should just thank God in heaven right now. If you've never worked under an overly controlling leader, you're very fortunate because this is a very, very common bad habit in leaders. What happens?

The overly controlling leader eventually becomes the greatest limiting force to organizational progress. Because over time, a micromanager really does three things. You're going to see a micromanager destroy trust, limit leadership development, and increase turnover. Every single time you see a micromanager, those three things happen. They destroy trust.

The overly controlling leader eventually becomes the greatest limiting force to organizational progress. Because over time, a micromanager really does three things. You're going to see a micromanager destroy trust, limit leadership development, and increase turnover. Every single time you see a micromanager, those three things happen. They destroy trust.

The overly controlling leader eventually becomes the greatest limiting force to organizational progress. Because over time, a micromanager really does three things. You're going to see a micromanager destroy trust, limit leadership development, and increase turnover. Every single time you see a micromanager, those three things happen. They destroy trust.

They limit leadership development and they increase turnover. Let's start with the first problem. Micromanagers, unfortunately, tragically destroy trust. And you probably know it because if you've worked for an overly controlling leader, how'd you feel? If the leader was always breathing down your neck, you felt devalued, demoralized, and disempowered. And here's the problem.

They limit leadership development and they increase turnover. Let's start with the first problem. Micromanagers, unfortunately, tragically destroy trust. And you probably know it because if you've worked for an overly controlling leader, how'd you feel? If the leader was always breathing down your neck, you felt devalued, demoralized, and disempowered. And here's the problem.

They limit leadership development and they increase turnover. Let's start with the first problem. Micromanagers, unfortunately, tragically destroy trust. And you probably know it because if you've worked for an overly controlling leader, how'd you feel? If the leader was always breathing down your neck, you felt devalued, demoralized, and disempowered. And here's the problem.

If you don't feel trusted, you'll never consistently bring your best. And that's what happens to our team members when we don't trust, believe in them, and empower them. Because an overly controlling leader also limits leadership development. Since the boss is always hovering, the team members are often hesitant to take risks.

If you don't feel trusted, you'll never consistently bring your best. And that's what happens to our team members when we don't trust, believe in them, and empower them. Because an overly controlling leader also limits leadership development. Since the boss is always hovering, the team members are often hesitant to take risks.

If you don't feel trusted, you'll never consistently bring your best. And that's what happens to our team members when we don't trust, believe in them, and empower them. Because an overly controlling leader also limits leadership development. Since the boss is always hovering, the team members are often hesitant to take risks.

They might have an idea, but they're like afraid, if I share this idea, I might get criticized. They wanna take initiative, but they don't take initiative because they don't wanna fail. They wanna be looked down on. And that's why the micromanager will also eventually increase employee turnover. If you will not let good leaders lead, good leaders won't stay. Let me say it again.

They might have an idea, but they're like afraid, if I share this idea, I might get criticized. They wanna take initiative, but they don't take initiative because they don't wanna fail. They wanna be looked down on. And that's why the micromanager will also eventually increase employee turnover. If you will not let good leaders lead, good leaders won't stay. Let me say it again.

They might have an idea, but they're like afraid, if I share this idea, I might get criticized. They wanna take initiative, but they don't take initiative because they don't wanna fail. They wanna be looked down on. And that's why the micromanager will also eventually increase employee turnover. If you will not let good leaders lead, good leaders won't stay. Let me say it again.

You need to hear this, believe it, take it to the bank. If you won't let good leaders lead, good leaders won't stay. Micromanaging is a massive problem. Why do we tend to do it? Why as a leader do we know it's a problem, but we often are too controlling? Well, fundamentally, we tend to overestimate our own abilities and our own importance. It's a problem.

You need to hear this, believe it, take it to the bank. If you won't let good leaders lead, good leaders won't stay. Micromanaging is a massive problem. Why do we tend to do it? Why as a leader do we know it's a problem, but we often are too controlling? Well, fundamentally, we tend to overestimate our own abilities and our own importance. It's a problem.

You need to hear this, believe it, take it to the bank. If you won't let good leaders lead, good leaders won't stay. Micromanaging is a massive problem. Why do we tend to do it? Why as a leader do we know it's a problem, but we often are too controlling? Well, fundamentally, we tend to overestimate our own abilities and our own importance. It's a problem.

We think that we're better than we are, and we think that we're more important than we are. And I want to say it respectfully, but I kind of want to say it, kind of get in your face a little bit and tell you this right now. You're not as good as you think you are. And the reason I know this is because I discovered years ago, I'm not nearly as good as I thought I was.

We think that we're better than we are, and we think that we're more important than we are. And I want to say it respectfully, but I kind of want to say it, kind of get in your face a little bit and tell you this right now. You're not as good as you think you are. And the reason I know this is because I discovered years ago, I'm not nearly as good as I thought I was.