Getting the balance between micromanaging and hands-off managing was a lot harder than I anticipated.That's what I wrote about in my most recent article for Harvard Business Review, where I offer three red flags 🚩 🚩 🚩 that you're leaning too far to either direction—and what you can do to offer your team the support and direction they need to succeed.

So many of the folks I coach are going through changes right now—one just gave her notice in order to start her own business, another is starting a brand new job after being at his last organization for eight years, and another is leading his team through a major change in structure.

Change is a major part of our work lives. We need to get better at navigating it. Let’s explore a simple model that helps us understand the structure of change and how we move through it.

All the little choices I had to make—bottles, pacifiers, sleep training, going back to work, childcare, the list goes on—felt like some kind of an algorithm that added and deducted points, spitting out a calculated score on the Good Mom barometer. I was always tallying the score. And as a result I always felt anxious and guilty.

When I was first promoted to a management position, it wasn’t much different. I put so much pressure on myself to be a Good Manager—I wanted so badly to do right by my team. (None of us want to be one of those Bad Bosses, right?) But, like so many new managers, I was learning management skills on the fly. It was as new to me as changing diapers.