Your people don’t know what is expected of them, or why it is important. They don’t understand the purpose of their tasks, the mission, vision and values of the organisation. As a result, they are not meeting the organisation’s goals
You might be micromanaging because you’re a control freak, or possibly just because you are worried that your team don’t know how to do their work properly, or they won’t do it the way you want. As a result, no-one on the team wants to use their own initiative, creating more work for you instructing them.
You don’t invest in your people, either with on the job coaching, or training and development programmes. You still expect them to get results though. This means that people stagnate, don’t develop and grow, and don’t become experts at what they do. They are either bored so not doing a good job, or bored so looking for something more worthy of their time.
Communication is poor, with endless, pointless emails. No-one thinks of getting up and having a conversation to resolve problems, it’s all done on email. Which people don’t have time to read. Meetings are unproductive, seen as a waste of time, achieve no progress. People feel left out, they don’t know what they need to know (see lack of clarity).
Everyone feels undervalued, so they won’t go the extra mile when it’s needed.
People don’t support each other – managers don’t support their team, colleagues don’t help others in the team. If someone is in difficulties, no-one offers to help. As a result, people feel overworked, overwhelmed, overloaded. People feel isolated, don’t feel as though they belong to team. Work doesn’t get done, and what is done is possibly not the most important things.
Managers don’t trust their staff to do their job properly, staff don’t trust that managers care about them, or are looking out for them. Trust is the really big one – it’s fundamental to how we work. And if it’s not there, it will take a long time to develop. But the results for your workplace are phenomenal.