When They Feel Micromanaged Lead Your Leaders

"I heard from a team member’s direct report that they feel micromanaged. I probably need to talk to the team member about it, but isn’t it micromanaging if I step in?"
 
You’re cautious to jump right in and control the situation because you want to lead well. You’re building a team and if you jump in too often it defeats the purpose of having the team you want and need. And you certainly wouldn’t want to talk to your team member about micromanaging others by stepping across the line and actually micromanaging them. 
WHAT IS MICROMANAGING?
It's interpersonal. Feeling talked down to. Having abilities questioned. Different communication styles. It could mean they don’t feel empowered to make decisions even on simple things. Or they have to circle back too often. It might mean completed work gets redone or projects are taken over before they're finished.   
With so much ambiguity about what micromanaging really means, you are right to be cautious to step in and micromanage. 
CRAFT THE CONVERSATION
You’ve probably already thought about sending them back to talk to your team member about their experience. More than just sending them back, what about helping them shape the conversation. 
Ask them some questions that help them bottom line what is important to them.
“Next time this comes up, I would like to be empowered to make that decision. What would it take to do that?” “When you talk to me about something I’ve done that you don’t like, could you please assume the benefit of the doubt and ask me some questions that allow me the opportunity to explain my thinking.” “Rather than random check-ins, could we get agreement on what you want to be informed on and then set up regular check in times instead?   
You’re sending them back to the leader they think is micromanaging but with clarity and with a plan. They will feel more confident to handle it themselves – and that’s worth a million bucks. 
OFFER DIRECT FEEDBACK
It’s not micromanaging at all, though, if you have seen something personally. That makes it a great opportunity to address it directly.  Be specific with some examples of how you see micromanaging.
So, ask questions that might create some self-awareness for them >> with things like,
What are ways that this might be true? might not be true?  What might people be seeing that would lead them to that conclusion?  What are some of the ways you want to shift perceptions going forward?   
Let them come up with what they want to do differently to become the leader they want to be.
MANAGE IT DIRECTLY
All of these things we’ve been talking about are some more direct approaches. I bring them up first because they are harder for most of us to do. It’s okay though, if it’s not a long-term pattern and relationships are all still in tack >> you might just deal with it as part of your general leadership development conversations. 
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LINKS TO CHECK OUT:
Send your question HERE – in writing or by recording  Episode 1: Asking Powerful Questions Simon Sinek: How Do You Confront Someone Effectively Blog by Annie: Avoid Micromanaging by Keeping Tasks Delegated Learn more about Annie