Micromanaging might not seem like a crucial workplace issue, but it can destroy a team’s morale, engagement, and productivity if left unchecked. We’ve shared how micromanagement affects employees, but that’s only one side of the story. What circumstances cause a leader to become a micromanager? Can they change that behavior for the better?

In order to trust you as an organization, your stakeholders need to believe three things: that you care about them (empathy), that you’re capable of meeting their needs (logic), and that you can be expected to do what you say you’ll do (authenticity). Just like when people lose trust, organizations that are losing trust — or failing to build as much trust as they could — tend to get shaky or wobble on one of these three dimensions.