“I love being micro-managed” said no one, ever. And most managers will quickly distance themselves from that label. But in trying to avoid over-managing, some leaders fall into an equally problematic trap: under-managing.
We often work with clients who feel stuck between these extremes. They don’t want to be overbearing, but they also don’t want to let issues fester or progress stall. The reality is that management isn’t about swinging between “hands off” and “helicopter.” It’s about being present, paying attention, and responding in real time — especially when it comes to giving feedback and coaching.
When we wait for formal performance reviews or scheduled check-ins to give guidance, we’re missing out on daily opportunities to shape outcomes, build capability, and help people feel valued. Timely feedback — whether it’s redirection or recognition — reinforces expectations and helps embed the right habits early.
Done well, on-the-job coaching builds confidence and skill, reduces mistakes, and improves productivity. Just as importantly, it tells your people: “I see what you’re doing, and I care enough to help you do it well.”
Finding the right balance between support and autonomy will always depend on your people, your business stage, and what’s happening in your world. But regardless of the context, the need for thoughtful, consistent management never goes away.
So don’t wait for the next meeting or review cycle. Take the moment now to give feedback, coach through a challenge, or recognise a job well done. You’ll build a stronger, more capable team — and a better business as a result.