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On todays episode, hosts Josh Christensen and Yaz Gagne are joined by journalist and author Megan Greenwell to discuss her new book, ‘Bad Company: Private Equity and the Death of the American Dream.’ Greenwell explores how private equity firms often prioritize profits over the long-term health of businesses and what that means for workers, consumers, and the economy.
Category:
E-Commerce
If this past weeks headlines are any indication, the U.S. consumer economy is being pulled in every direction at once. Grocery bills are getting heavier, while retail giants and airlines are rewriting some of their most familiar playbooks. At the same time, the housing market is cooling in dozens of major metro areas, Chipotle is feeling the sting of diner belt-tightening, and the late-night TV world is suddenly united in a war of words over CBSs surprise cancellation of The Late Show With Stephen Colbert. In grocery, one of the countrys quirkiest retailers is on a tear: Trader Joes announced 30 new store openings across 17 states and D.C., pushing the grocer closer to the 600-location mark. Meanwhile, if you were planning to load up on burger patties for the summer, brace yourself. Beef prices have surged to the highest levels on record, and theres no quick fix in sight as the U.S. cattle herd hits its lowest level since 1951. Elsewhere, big companies are making moves: Target is scaling back its popular price-match policy, Southwest Airlines is ditching open seating in favor of assigned boarding groups, and Chipotles latest earnings reveal that even fast casual isnt immune to shifting consumer spending. Heres what you need to know from this week in business: Trader Joes expands with 30 new stores across 17 states Trader Joes is in growth mode, adding 30 new locations that will push it past 600 stores nationally. The expansionspanning California, Texas, New York, Oklahoma, and moreis a striking contrast to the wave of retail closures hitting other chains. The next to open: Northridge, CA, on July 21. Beef prices hit record highs Ground beef now averages $6.12 a pound, with steak prices rising 8% to $11.49 per pound. Persistent droughts, shrinking cattle herds, and new trade disruptions mean grilling season is going to stay expensive for the foreseeable future. Colbert cancellation spurs late-night revolt CBSs decision to cancel The Late Show by 2026 has united late-night hosts, who are openly mocking the network and its corporate parent. Many see the timingjust after Colbert criticized a Trump-related settlementas politically charged. Target scales back price-matching Starting July 28, Target will only match prices found at other Target locations or on Target.com, ending its longstanding policy of matching major competitors like Amazon and Walmart. Chipotle feels the pinch as diners spend less Chipotles stock fell 12% after its second-quarter results revealed slowing comparable sales. The company blames macroeconomic pressures and says low-income diners are prioritizing value. Housing market cools in 109 metros More than a third of the nations 300 largest housing markets saw year-over-year price declines in June, with Austin, Tampa, Dallas, Miami, and Phoenix leading the drop. Southwest Airlines ends open seating Southwests famed open-seating policy is ending. Starting July 29, passengers will purchase tickets with assigned seats and board using an eight-group system, a major brand shift for the carrier. McGraw Hill goes public McGraw Hill, the 137-year-old education publisher known for its textbooks and digital learning platforms, made its debut on the New York Stock Exchange this week under the ticker MH at $17 per share. The IPO raised roughly $386 million, valuing the company at about $3.25 billion as it shifts its focus from print to digital education. Trumps Big, Beautiful Bill Tax Cuts: Winners and Losers A new analysis shows the top 20% of earners will receive the biggest benefits under President Trumps new tax bill, with average savings of $12,540 in 2026.
Category:
E-Commerce
Micromanagement can silently creep into leadership styles, often without conscious awareness. Could you be micromanaging without knowing it? Here, leadership experts share the subtle signs that you might beand how to shift your approach to foster more trust and autonomy within your team. Shift from Reactive to Intentional Leadership Micromanagement is a term so overused that it has become shorthand for “bad leadership.” It is also one of those leadership red flags that is easy to spot in others but harder to recognize in ourselves. This is because it does not always show up as controlling behavior. During times of growth or pressure, micromanagement can be a coping mechanisma well-intentioned attempt to maintain quality, move quickly, or avoid mistakes. As an organizational psychologist and consultant, I see this dynamic play out most often in teams that are scaling fast. A leader suddenly has more direct reports, new stakeholders, and tighter timelines . . . but no added capacity. With so much in motion, it is easy for a leader to slip from delegation into directing. One minute you are offering feedback on an email; the next, you are rewriting the whole thing. Your weekly check-ins become daily status updates. Conversations shift from “How are you doing?” to “What have you done?” While it is tempting to write off this behavior as controlling leadership, the reality is more nuanced. Leaders under stress are often trying to do the right thing, but without support, structure, or clarity, they default to doing everything. Here are four ways to shift from reactive micromanagement to intentional leadership rooted in trust and autonomy: 1. Start with Self-Awareness. Before diving into tasks or meetings, pause and reflect: How do I want to show up today? What does success look like for me? Research shows even brief self-reflection helps leaders step out of the current of reactivity and into intentional presence. 2. Build Trust with Small Bets. Trust does not mean handing over the highest-stakes project on Day One. Instead, identify one or two low-risk projects where you can step back and give your team full ownership. Let them make decisions about the approach and own the outcome. Celebrate the process, not just the results. 3. Define Checkpoints, Not Check-Ins. Instead of checking in constantly, cocreate milestones that clarify what success looks like at 10%, 70%, and 100%. This approach gives your team autonomy to work in their own way while ensuring they know when to align, adjust, or escalate. 4. Prioritize the Person Over the Output. People do better work when they feel their leader cares about them. Reinforce this in your 1:1s by leading with questions that center the human behind the task: What’s something going well for you right now? Sunday Helmerich, Workplace Consultant & Facilitator, The Courage Collective Replace Constant Oversight with Strategic Checkpoints In one case, I worked with a CEO who insisted on being CC’d on every email or Slack thread, even those only tangentially related to his responsibilities. He didn’t see it as micromanagement, although he was always burned out. No wonder. He framed it as “staying in the loop,” but to the team, it signaled, “I don’t trust you to handle this without my oversight.” The unintended consequence became slower decision-making and a creeping “permission culture” where innovation stalled because everyone awaited a thumbs-up. What did we do? We shifted to trust and autonomy as follows: We moved from “copy me” to “checkpoint me.” We set explicit outcome-based milestones (e.g., a progress demo every Friday) instead of constant message monitoring. Visibility shifted from activity to results, while the team regained breathing room. We installed a decision-rights matrix. This meant clarifying who owns, who consults, and who simply informs. Once the matrix was socialized, leaders could step back confidently, knowing the right voices were looped in at the right moments. We scheduled “office hours,” not pop-ins. A standing slot where the team could surface blockers replaced the leader’s ad-hoc pings. It preserved access without hovering. It was not an easy process. Letting go and creating the new rituals took three months, but the results were worth it. Cristina Imre, CSGO ARBOai & Founder Tech Leadership Lab, ARBOai Resist the Urge to Fill Silence One subtle but pervasive sign of micromanagement is when leaders frequently send “Just checking in” messages on Slack or Teams. It might seem harmless, just a quick nudge to stay informed, but when it happens too often, it creates a culture of anxiety and hyper-availability. I’ve seen this unfold quietly in remote and hybrid teams. A manager pings someone at 10:32 a.m., asking, “Any updates on the deck?” Even though the deadline is the end of the day. It may not be intentional, but what it signals is: “I don’t fully trust you to deliver without reminders.” The impact? Team members feel like they’re under a microscope, leading to a reactive mindset where they prioritize visibility over impact. It chips away at deep work and autonomy. The shift I recommend is structural and psychological. Set clear expectations for communication: when updates are due, how progress will be tracked, and what level of responsiveness is healthy. Then step back. Make room for trust to grow in the silence. As leaders, we must resist the urge to fill every gap with a ping. Sometimes, the most powerful thing you can say to your team is nothing at all, and just let them do what you hired them to do. Anjan Pathak, CTO and Cofounder, Vantage Fit Empower Decision-Making to Build Trust One subtle sign of micromanagement that leaders often miss is when team members consistently hesitate to make decisions without explicit approval, even for matters within their scope. This quiet dependency is rarely about a lack of capability; it’s a signal that the leader has unknowingly created an environment where autonomy feels risky. I’ve seen this happen with high-performing teams led by well-meaning managers who check in “just to help” or request frequent updates “to stay aligned.” Over time, these behaviors, though seemingly supportive, train teams to defer rather than decide. The result is a slowdown in execution, a dip in morale, and a loss of ownership. To shift this dynamic, leaders must audit their behavior. Start by asking, “Am I giving direction or asking for input?” “Do I solve problems too quickly instead of coaching my team through them?” Then, take intentional steps to signal trust. That means delegating with clarity, encouraging independent thinking, and celebrating decisions made without your hand-holding. Trust isn’t built through absence but through empowerment. When leaders resist the urge to overmanage and instead coach for capability, teams step up. Autonomy flourishes no in the absence of leadership but in the presence of confidence in others. Rhett Power, CEO and Cofounder, Accountability Inc. Rethink Unnecessary Alignment Meetings One of the more subtle (but incredibly common) signs of micromanagement is the recurring “alignment meeting” that didn’t need to exist. On the surface, it looks like a leader trying to stay engaged. But to the team? It often signals something else: “I don’t fully trust you to move this forward without my input.” The kicker? Most managers who do this don’t think they’re micromanaging. They believe they’re offering support, but when quick updates that could’ve lived in an email morph into standing 30-minute check-ins, autonomy doesn’t grow. It withers. Over time, this kind of hand-holding can train even high performers to second-guess themselves or, worse, wait for approval before taking initiative. The better play is to shift from control to clarity. That means moving toward a Results-Oriented Work Environment, where expectations are clearly defined up front. When people know what they’re responsible forand by whenthey’re far more likely to raise their hand when something blocks progress, rather than hiding issues until a last-minute scramble. Another trust-builder? Ownership without nitpicking. If you assign someone a deliverable, give them full license to get it done their way (within reason). Resist the urge to rewrite their email copy or “suggest” a different font on the presentation. It may seem small, but those little interventions send the message: “I don’t trust your judgment.” And if you must check in, swap out “Did you finish that yet?” for something like “How’s it going on your end?” One prompts anxiety. The other opens the door for dialogue. Big difference. Micromanagement isn’t always loud. Sometimes it whispers through excessive oversight, unnecessary meetings, or hovering phrasing that erodes trust. The fix? Less managing. More leading. Let people surprise you. They usually do. Jim Stroud, HR Influencer, JimStroud.com Allow Team Members to Own Their Work One subtle sign of micromanagement I’ve observed (and caught myself doing early in my career) is when a leader consistently feels the need to “reword” or “tweak” their team’s work before it’s released. While it might seem harmless or like you’re simply helping to polish things, over time, it sends the message that their work isn’t quite “good enough” without your final touch. This erodes confidence and slows down decision-making. The shift? Begin by asking yourself, “Is this feedback about improving clarity, or about making it sound like me?” If it’s the latter, let it go. Encourage ownership by allowing team members to sign off on their own work. Autonomy isn’t just about delegating tasksit’s about trusting outcomes, even when they don’t exactly match how you would have done them. This builds more confidence than any rephrased headline ever could. Miruna Dragomir, CMO, Planable Communicate Expectations Early to Avoid Panic The problem with micromanagement is how quickly it cascades through an organization, and sometimes that cascade kicks off with simple questions from the “boss” that come a little too late. I learned this the hard way. For 20 years, I was an executive inside a multibillion-dollar company. I sat between the CEO and my 200-person team. One day, I was in a meeting, and my boss asked about a project my team had been working on for several months. I didn’t have all the answers to his questions, so when I left the meeting, I called the director and asked for an update. No big deal. Well, it turned into a big deal. I learned that when you ask a question too close to rollout, it can cause a team to panic. The questions I was asking revealed gaps in the plan and frustrated the team. They felt micromanaged, which was not my intent. I simply needed an update. So, how do you solve this? Both sides need to meet in the middle and agree on a process that allows for more proactive communication. The team wants respect and autonomy, and the leader wants alignment and information. I should have communicated the company’s requirements more effectively and outlined the key areas that needed to be considered, so that the team could incorporate them into the plan. The team should have proactively and consistently communicated the project status and given me a chance to weigh in, not because I knew better, but because I might have had a perspective that could help improve the result. As leaders, we need to stop waiting until the 11th hour to set expectations and ask questions because this can be perceived as micromanagement. As employees, we need to proactively share our progress so that when we get feedback, it’s not difficult to incorporate. The more we communicate, collaborate, and align early on, the less leaders will feel frustrated, the less teams will feel micromanaged, and the higher the likelihood we will build a solution that makes everyone proud. Pam Nemec, CEO, Pam Nemec Consulting Inc. Address Underlying Fears Driving Control A subtle sign of unintentional micromanagement is when leaders repeatedly ask for unnecessary status updates while claiming they’re “just checking in.” This often stems from unacknowledged anxiety or a silent heartache around control that the leader hasn’t recognized within themselves. This pattern reveals a misalignment between what the leader says they value (trust and autonomy) and how they behave (constant monitoring). The heart and mind are operating on different frequencies. To shift this pattern, leaders should first connect with their own heart intelligence, examining what fears or past experiences might be driving their need for control. Are they projecting their own perfectionism? Is there a deeper insecurity about their leadership capabilities? This approach involves establishing clear objectives while deliberately creating space for team creativity. Practice heart-centered check-ins that focus on supporting team members’ growth rather than monitoring their activities. When you find yourself wanting to intervene, pause and ask: “Am I responding to a genuine need, or am I acting from my own unexamined anxiety?” True leadership presence emerges when we lead from trust rather than fear, allowing both the leader and team to align purpose with action. To do so creates cultures of psychological safety, where talent naturally thrives. Hema Vyas, Psychologist Take Responsibility for Poor Outcomes Micromanagement is not always loud or obvious. Sometimes, it hides in leadership behaviors that appear decisive on the surface but quietly erodetrust underneath. One of the most damaging forms is when a leader refuses to take responsibility for poor outcomes and shifts blame onto the team. Many leaders are micromanagers without realizing it. Micromanagement is not just about controlling tasks. It is also about controlling outcomes, perception, and accountability, often to protect the leader’s ego or reputation. I have seen this unfold when a team follows direct instructions, only to be blamed when results fall short. In extreme cases, entire teams are let go to protect the leader’s image. This is not accountability. It is misdirection. This kind of leadership creates a culture of fear. It discourages initiative, silences feedback, and stifles innovation. People become hesitant to lead, question, or take risks, because they know they will be held responsible for outcomes they could not influence. The shift starts when leaders ask different questions. Not “Who is at fault?” but “What did I over-control, under-communicate, or fail to clarify?” True accountability requires reflection, not retribution. So while this may look like a blame game or a leadership failure on the surface, at its core, it is a deeply embedded form of micromanagement. The leader controls without accountability. That is what makes it so damaging, and so hard to detect early. Great leadership is not about being right. It is about being responsible. When leaders take ownership of both direction and outcome, they build a foundation of trust. And when trust exists, people step up. They take initiative. They learn from failure. They grow. Accountability is not about blame. It is about integrity. And it begins at the top. Florence Idowu, Chief Talent Strategist, Bavarde Consulting & Management Trust Your Team to Innovate and Grow We’ve all worked for “that boss”the one who needs to control every decision, approve every move, and rewrite every email. While it might come from a place of good intentions, micromanagement is one of the fastest ways to drain the life from a team. In my experience, this kind of behavior usually stems from insecurity or inexperience. The leader either doesn’t trust their team, or they don’t trust themselves. Regardless of the root cause, the outcome is always the same: creativity gets crushed, motivation disappears, and innovation grinds to a halt. By controlling every detail, they rob their teams of the chance to rise, to learn, to lead. True leadership requires something much harder than control. It demands trust, humility, and patience. Having dealt with my fair share of micromanagers, I vowed to do things differently when I became a leader. I recognized the importance of giving my team the freedom to perform. My role was not to impose my way of doing things but to ensure a creative space where people could thrive. Even if my approach was more efficient due to years of experience, it didn’t mean it was the best or only way to get the job done. As I progressed in my career, I sometimes fell into the trap of steering others toward my preferred method. It took time to realize that I was stifling their ability to innovate by insisting on my way. They were being paid to be creative and resourceful, yet I was unknowingly molding them into replicas of myself. When I allowed my team members to experiment and learn through trial and error, they often came up with solutions far superior to mine. The act of letting go and trusting my team was not only liberating for them but also transformative for me as a leader. Gina Osborn, Leadership Advisor, Podcast Host & Keynote Speaker, Gina L. Osborn & Associates Let Go of Control to Foster Team Development I used to have to approve every single marketing video before it went out. It didn’t matter if it was a 15-second teaser or a full brand story. I’d watch it, rewatch it, and give it the green light before it hit the client’s inbox. I thought my eyes needed to be on everything. I thought that was what a good leader didprotect the brand, avoid mistakes, keep clients happy. Then one day, my mentor called me out. He asked, “Why do you have to approve them all?” I said, “Because if my team misses something and the client gets mad, that’s on me.” He looked at me and said, “Have you ever missed something before?” I paused. “Yeah, I have.” “Okay, so let them. That’s how they learn.” That moment hit me. I realized I was micromanaging. Not in the obvious way, but in a quiet, constant-control way. I thought I was being responsible. But I was actually getting in the way of my team growing. So I let go. Not overnight, but slowly. I started handing off approvals. I trusted my team to catch errors and deliver great work. And you know what? They stepped up. They caught things I might’ve missed. They got faster, more confident, and more invested. We still mess up sometimes. And that’s okay. We fix it. We move on. And we grow from it. Letting go wasn’t easy. But it’s one of the best things I’ve ever done as a leader. Trust builds teams. Control holds them back. Trevor Rappleye, CEO & Storyteller, FranchiseFilming Build Strong Relationships to Prevent Micromanagement I believe there are two potential situations when this kind of micromanagement occurs: 1. A manager (often new or junior) focuses on prescribing and monitoring “how” things are done instead of clearly articulating desired outcomes and then either providing guidance and assistance or simply getting out of the way of the employee. Why does the manager do this? Likely because they’ve been conditioned to do so (often a sign of insufficient leadership development). My advice to the manager in this situation is to be curious and ask lots of questions (and resist the temptation to offer advice). Questions along the lines of: “What is your approach to this problem?” and “What does success look like for you?” or “How best can I support you on this problem/project?” 2. An employee who feels like their manager doesn’t trust them. Even if the manager isn’t micromanaging the employee, it might feel like it. Since humans judge themselves by their intentions while judging others by their actions, I suggest a conversation about personal values and beliefs as a starting point to developing the trust that begins through vulnerability but is also nuanced into four categories: Ability, Believability, Competence, and Dependability. An employee who feels connected to their manager is less likely to feel like they are being mismanaged, much less micromanaged. Assuming the “micromanaging” is more likely a perception, I suggest making the investment in building a strong and trusting relationship as the foundation for all work relationships. Brian Stinson, Culture Engineer, The PEAK Fleet
Category:
E-Commerce
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