Don’t be a helicopter manager

As a manager, I do everything I can to let my team work independently. I’ve never been a fan of micromanagement—having experienced it myself, I know how demotivating it can be. My goal is to create an environment where people feel trusted to do their best work, rather than being watched over their shoulders.

There’s plenty of research showing that when leaders step back and give their teams real control, job satisfaction goes up. Empowering employees isn’t just a feel-good strategy—it’s a proven way to boost engagement, creativity, and results. When people have ownership over their work, they’re more invested in the outcome and more likely to go the extra mile.

But here’s the catch: empowerment works best within a clear framework. Giving people total freedom without any guidance can backfire, especially in fields where innovation and quality matter. Leadership, to me, means setting direction, not barking orders. It’s about providing a vision and some basic guidelines, then letting the team figure out the best way to achieve it.

I once worked with a group that relied heavily on an automation tool for testing. The tool itself was powerful, but there were no clear rules for how to use it. Over time, scripts and data became inconsistent, and running a simple test suite turned into a headache. The tool’s value was lost in the chaos.

To address this issue, we initiated a sub-project to refine the data, standardize scripts, and establish a transparent process for updates. It took time, especially after a mistake on my part (as mentioned in previous posts), which I acknowledged and learned from, but the result was a much more reliable and valuable system.

We struck a balance by creating two automation databases: one tightly controlled and one open for experimentation. This allowed team members to innovate and test freely, then move successful changes into the stable environment. It was the best of both worlds, freedom to explore, with a safety net to protect quality.

Most people are happiest when they’re trusted to get the job done their own way. I’m not a stickler for rules for the sake of it. Some rules need to be strictly followed to maintain quality and consistency, while others should be flexible, sometimes even broken, to foster innovation and continuous improvement.

The key is knowing which boundaries matter most, and communicating them clearly. That way, your team has the confidence to take risks, try new approaches, and own their results—without fear of stepping over an invisible line.

Let’s talk about how you can empower your people, set smart boundaries, and unlock innovation. Reach out at jberriault@berriaultandassociates.com, and let’s create an environment where everyone does their best work.