le people on your Power Team, use reminders and milestones for checking progress, and follow-through with any reporting. You should also make only one person in charge of the project and that person can set the milestones and ask for pIf you have good team members then you can afford to rely on them to do their part, micromanagement will only bring grief. Most of us have a tendency to constantly check up on others to make sure the job is done correctly. I know at home most of us walk behind our children and try to get them to see it your way. This is a form of micromanagement and it should be left at home when you go into the office. If you are working with a Power Team, they are in business because they can do the job and do it right. Instead of putting on the micromanagement hat, try asking questions that will let you relax and let them get on with the job. The best way to do this is to set milestones for the project. These milestones will act as reminders of where you should be (and the team member) in the process.

Your team member may also want to know what you are doing to support their work. The easiest route to take is to only use dependable people on your Power Team, use reminders and milestones for checking progress, and follow-through with any reporting. You should also make only one person in charge of the project and that person can set the milestones and ask for prme most of us walk behind our children and try to get them to see it your way. This is a form of micromanagement and it should be left at home when you go into the office. If you are working with a Power Team, they are in business because they can do the job and do it right. Instead of putting on the micromanagement hat, try asking questions that will let you relax and let them get on with the job. The best way to do this is to set milestones for the project. These milestones will act as reminders of where you should be (and the team member) in the process.

Your team member may also want to know what you are doing to support their work. The easiest route to take is to only use dependable people on your Power Team, use reminders and milestones for checking progress, and follow-through with any reporting. You should also make only one person in charge of the project and that person can set the milestones and ask for puse they can do the job and do it right. Instead of putting on the micromanagement hat, try asking questions that will let you relax and let them get on with the job. The best way to do this is to set milestones for the project. These milestones will act as reminders of where you should be (and the team member) in the process.

Your team member may also want to know what you are doing to support their work. The easiest route to take is to only use dependable people on your Power Team, use reminders and milestones for checking progress, and follow-through with any reporting. You should also make only one person in charge of the project and that person can set the milestones and ask for pmilestones will act as reminders of where you should be (and the team member) in the process.

Your team member may also want to know what you are doing to support their work. The easiest route to take is to only use dependable people on your Power Team, use reminders and milestones for checking progress, and follow-through with any reporting. You should also make only one person in charge of the project and that person can set the milestones and ask for ple people on your Power Team, use reminders and milestones for checking progress, and follow-through with any reporting. You should also make only one person in charge of the project and that person can set the milestones and ask for progress,

Giving up full control can be scary for some of us but you can learn to trust others. If you have a tight reporting structure set, then any potential risks can be identified ahead of time. Once the risks are identified, then solutions can be planned and put in place. The key issue is to trust others on your team.