Hi! I have to write a project time planning. This is instructions " Class this week is all about creating your team.I spoke in the lecture about dealing with micromanagers, and there is material in chapter 11 as well. Reflect on your personal strengths and weaknesses as a leader and talk in this DQ about how you deal with micromanagers.What strategies do you/ would you use? why? What are your personality traits that are strengths here.How do you stay aware of your weaknesses and avoid traps?"

**Please explain carefully and choose any strategies. Please write about 2-3 paragraph please?

**I have attached some of the topic below:

Chapter 10: Defining Team Memhers' Roles and Responsibilities '99 Occasionally, the micromanager will be surprised at your reaction and change her undesirable behavior. If not, then consider whether one or more of the following reasons may be the cause: .4 The person is interested in and enjoys the woric Set up times to dis- cuss interesting technical issues with the person. i1 The person is a technical expert and feels that he can do the job best. Review your technical work frequently with that person; give the person opportunities to share his technical insights with you. V The person may feel that he didn't explain the assignment clearly or that unexpected situations may crop up. Set up a schedule to discuss and review your progress frequently so that the micromanager can promptly uncover any mistakes and help you correct them. i' The person is looking for ways to slay involved with you and the team. Set up scheduled times to discuss project activities. Provide the micromanager with periodic reports of project progress, and make a point to stop by and say hello periodically. I4 The person feels threatened because you have more technical knowl- edge than he does. When talking about your project in iront oi others, always credit the micromanager ior his guidance and insights. Share key technical information with the person on a regular basis. .4 The person doesn't have a clear understanding oi how he should be spending his time. Discuss with the person the roles he would like you to assume on project activities. Explain how the person can provide useiul support as you perlorm the work. :4 The person feels that he has to stay up on the work you're doing in use anyone else asks about it. Discuss with the person what type oi iniormation he needs and how irequently he needs it. Develop a sched- ule to provide progress reports that include this information. Helping a micramanager gain confidence in you Your boss may be micromanaging you because he doesn't yet have full confi dence in your ability to perform. Instead of being angry or resentful, take the following steps to help the person develop that confidence: :4 Don't he defensive or resentful when the person asks you questions. Doing so makes you appear as though you're hiding something, which only makes the person worry even more. instead, willingly provide all iniormation asked for. 200 Part III: Putting Your Team Together i1 Thank the micromanager for his interest, time, and technical guid- ance. Complaining about what you perceive to be excessive oversight only strains your relationship, increases the person's fears and insecuri- ties. and most likely causes the person to micromicromanage you. After you explain that you Value his input and will take it into account, you can try to develop a more acceptable working relationship. ll Otter to explain how you approach your tasks. Explain the techniques and approaches you use and how you ensure you meet established product requirements, schedules, and budgets. Seeing that you perform your work using appropriate, highquality techniques will increase your manager's conlidence that you'll successiully complete the assignment he gave you. w Work with the person to develop a scheme tor sharing progress and accomplishments. Develop meaningiul and irequent checkpoints. Frequent monitoring early in your work reassures you both that you're successfully performing the assignments. Working with a micramanager You can reduce or even eliminate most micromanagement by improving your communication and strengthening your interpersonal relationships. Consider taking the following steps: if Don't assume. Don't jump to conclusions. Examine the situation, get to know the person who's micromanaging you, and try to understand his motivations. Expect that you can develop a working relationship that you're both comfortable with. Al Usten. Listen to the micromanager's questions and comments; see if patterns emerge. Try to understand his real interests and concerns. ll Observe the person's behavior with others If the person microman- ages others, then the micromanagement likely stems from his feelings rather than from your actions. Try to figure ways to address the person's real interests and concerns. ii if at rst you don't succeed, try, try again. Draw your first conclusion and take steps to address the situation. [I that approach doesn't work, reassess the situation and develop an alternative strategy. Keep at it until you succeed